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Information Governance Career Options

By Bryn Bowen and Samantha Lofton
December 31, 2014

Regulatory and business pressures have upped the ante for data management, and information governance (IG) has emerged as the new buzzword for meeting and beating these stakes. Unlike many buzzwords, however, IG is not old concepts dressed up in new clothes ' it's a new way of looking at information management that combines the best of what's come before with new perspectives and approaches to keeping information secure, accessible and available.

It also means a new world of responsibility for law firm IG professionals. As an effective IG program transcends traditional records and information management to include compliance requirements, security, privacy and dataflow of all firm assets, so too must the new law firm IG professional. He or she is responsible not just for the life cycle management of a record; but is now the chief steward of all data, electronic and hard copy, wherever it resides. He or she is charged with putting the processes and policies place to effectively use information to the benefit of the firm while meeting legal and compliance requirements.

To be a successful law firm IG professional, it's important to develop a greater understanding of how IT, security, risk, regulatory compliance, privacy management, records/information management, practice support and electronic data discovery interrelate. IG professionals know the impact of these departments/functions on information ' their role is to insure the security and availability of information to maximize its value. They must be flexible to adapt to, or embrace, new skills and knowledge while remaining current with the evolving laws, guidelines and best practices for managing information.

New Skills

So what are these new skills? Where does this knowledge reside? What's the path towards developing this new role? Clues to these answers can be found in the definition of IG at law firms. Here's a prototype:

“Information governance is an organization-wide approach to the management and protection of a law firm's client and business information assets. An effective IG program helps lawyers meet professional responsibilities regarding protection of client information; recognizes an expanding set of regulatory and privacy requirements that apply to firm and client information; and relies upon a culture of participation and collaboration within the entire firm.”

It quickly becomes obvious that the skills and knowledge needed to support IG require stretching into new areas. For example, while experience with IT was a “nice to have” in the past, IG makes it a “must have” to account for how and where information is created, stored and accessed using technology, moving through the organization and between client and firm.

Similarly, IG professionals must deepen their knowledge of privacy, risk and security, examining processes, policies and technology investments firmwide to understand how they apply to firm and client information ' and what effects they have on the business. This helps identify what changes, enhancements or user training are needed to ensure client and firm programs are met. Understanding the impact of processes and technology on regulatory requirements, operational goals, and client standards is key as well. Finally, and perhaps most important, IG professionals must determine if those processes are flexible enough to handle the present and future IG needs of the firm, while not impeding the ability of lawyers to effectively practice.

Answering these key questions puts the IG professional ' and the firm itself ' in a favorable position for supporting current and future practice needs and ensuring they are ready for more complex client-related issues. For example, it's expected that the IG professional will assist with or manage client audits, including reviewing overall security/privacy capabilities of target systems within the firm. This only underscores the necessary advanced skill set and knowledge base.

Increasing skills and knowledge base requires IG professionals to take responsibility for professional growth to gain a larger, more prominent role in the organization. It's not enough just to grow their skills; they must understand the culture of their firm and develop the ability to help adapt, create and enforce new policies and procedures for IG and assist in the change management process that those new requirements bring. IG professionals must stretch into a larger role to ensure a smooth transition, opening up a potential career path to a “C-level” or officer position. Some can even help blaze a trail to chief information governance officer (CIGO) if they can meet the technical, business and practical needs of the role.

Aspirational Path

This aspirational path also requires IG professionals to prove the value of their role and the success of the IG program through tangible results, while making it as transparent and unobtrusive as possible. Focusing on tangible benefits and return on investment (increased productivity, increased levels of client satisfaction), rather than on just risk management, will prove the bottom line impact of IG. By touting the potential of IG to help with business profitability, programs have a higher probability of being funded over other projects focused on potential risk reduction. Even if total transparency cannot be achieved, it should be aspired to through communication and training on practical and enforceable policies and procedures, monitoring compliance, and adopting automation where appropriate. Proving the impact of IG and making it easy to implement and track can illuminate the path to the executive office of CIGO.

Additionally, the IG professionals can advance their role by reaching out (and up) throughout the organization to gain buy-in for the program with senior executives and firm leaders. In doing so, they can gain a seat at the table ' a crucial step to being more effective within the organization and being able to contribute to other projects that have a direct impact IG's effectiveness. Make recommendations based on knowledge of industry best practices or from real experience, showcasing expertise. This demonstrates leadership and sets up IG professionals to be consulted the next time. A key to being invited to these meetings is being seen as a business enabler, not as the person who always says “no.”

It is an exciting time for the law firm IG professional, with IG's emergence and adoption creating a real opportunity for career advancement. By answering a clear and present law firm need with a program focused on firmwide adoption and education, transparency, and minimal impact on the organization, the IG professional brings greater credibility and responsibility. Coupled with measurable impact and results, the IG professional can find a place at the table with other stakeholders and open up the path to greater success.

More on IG professionals can be found in a white paper entitled, “Emerging Trends Task Force Report: A Profile of the Law Firm Information Governance Professional,” available from Iron Mountain at http://bit.ly/1wd9pUM.


Bryn Bowen is the principal consultant at Greenheart Consulting Partners (www.greenheartllc.com), based in Brooklyn, NY. Samantha Lofton is the director of records information, risk management and practice support at Ice Miller (www.icemiller.com), based in Indianapolis.

Regulatory and business pressures have upped the ante for data management, and information governance (IG) has emerged as the new buzzword for meeting and beating these stakes. Unlike many buzzwords, however, IG is not old concepts dressed up in new clothes ' it's a new way of looking at information management that combines the best of what's come before with new perspectives and approaches to keeping information secure, accessible and available.

It also means a new world of responsibility for law firm IG professionals. As an effective IG program transcends traditional records and information management to include compliance requirements, security, privacy and dataflow of all firm assets, so too must the new law firm IG professional. He or she is responsible not just for the life cycle management of a record; but is now the chief steward of all data, electronic and hard copy, wherever it resides. He or she is charged with putting the processes and policies place to effectively use information to the benefit of the firm while meeting legal and compliance requirements.

To be a successful law firm IG professional, it's important to develop a greater understanding of how IT, security, risk, regulatory compliance, privacy management, records/information management, practice support and electronic data discovery interrelate. IG professionals know the impact of these departments/functions on information ' their role is to insure the security and availability of information to maximize its value. They must be flexible to adapt to, or embrace, new skills and knowledge while remaining current with the evolving laws, guidelines and best practices for managing information.

New Skills

So what are these new skills? Where does this knowledge reside? What's the path towards developing this new role? Clues to these answers can be found in the definition of IG at law firms. Here's a prototype:

“Information governance is an organization-wide approach to the management and protection of a law firm's client and business information assets. An effective IG program helps lawyers meet professional responsibilities regarding protection of client information; recognizes an expanding set of regulatory and privacy requirements that apply to firm and client information; and relies upon a culture of participation and collaboration within the entire firm.”

It quickly becomes obvious that the skills and knowledge needed to support IG require stretching into new areas. For example, while experience with IT was a “nice to have” in the past, IG makes it a “must have” to account for how and where information is created, stored and accessed using technology, moving through the organization and between client and firm.

Similarly, IG professionals must deepen their knowledge of privacy, risk and security, examining processes, policies and technology investments firmwide to understand how they apply to firm and client information ' and what effects they have on the business. This helps identify what changes, enhancements or user training are needed to ensure client and firm programs are met. Understanding the impact of processes and technology on regulatory requirements, operational goals, and client standards is key as well. Finally, and perhaps most important, IG professionals must determine if those processes are flexible enough to handle the present and future IG needs of the firm, while not impeding the ability of lawyers to effectively practice.

Answering these key questions puts the IG professional ' and the firm itself ' in a favorable position for supporting current and future practice needs and ensuring they are ready for more complex client-related issues. For example, it's expected that the IG professional will assist with or manage client audits, including reviewing overall security/privacy capabilities of target systems within the firm. This only underscores the necessary advanced skill set and knowledge base.

Increasing skills and knowledge base requires IG professionals to take responsibility for professional growth to gain a larger, more prominent role in the organization. It's not enough just to grow their skills; they must understand the culture of their firm and develop the ability to help adapt, create and enforce new policies and procedures for IG and assist in the change management process that those new requirements bring. IG professionals must stretch into a larger role to ensure a smooth transition, opening up a potential career path to a “C-level” or officer position. Some can even help blaze a trail to chief information governance officer (CIGO) if they can meet the technical, business and practical needs of the role.

Aspirational Path

This aspirational path also requires IG professionals to prove the value of their role and the success of the IG program through tangible results, while making it as transparent and unobtrusive as possible. Focusing on tangible benefits and return on investment (increased productivity, increased levels of client satisfaction), rather than on just risk management, will prove the bottom line impact of IG. By touting the potential of IG to help with business profitability, programs have a higher probability of being funded over other projects focused on potential risk reduction. Even if total transparency cannot be achieved, it should be aspired to through communication and training on practical and enforceable policies and procedures, monitoring compliance, and adopting automation where appropriate. Proving the impact of IG and making it easy to implement and track can illuminate the path to the executive office of CIGO.

Additionally, the IG professionals can advance their role by reaching out (and up) throughout the organization to gain buy-in for the program with senior executives and firm leaders. In doing so, they can gain a seat at the table ' a crucial step to being more effective within the organization and being able to contribute to other projects that have a direct impact IG's effectiveness. Make recommendations based on knowledge of industry best practices or from real experience, showcasing expertise. This demonstrates leadership and sets up IG professionals to be consulted the next time. A key to being invited to these meetings is being seen as a business enabler, not as the person who always says “no.”

It is an exciting time for the law firm IG professional, with IG's emergence and adoption creating a real opportunity for career advancement. By answering a clear and present law firm need with a program focused on firmwide adoption and education, transparency, and minimal impact on the organization, the IG professional brings greater credibility and responsibility. Coupled with measurable impact and results, the IG professional can find a place at the table with other stakeholders and open up the path to greater success.

More on IG professionals can be found in a white paper entitled, “Emerging Trends Task Force Report: A Profile of the Law Firm Information Governance Professional,” available from Iron Mountain at http://bit.ly/1wd9pUM.


Bryn Bowen is the principal consultant at Greenheart Consulting Partners (www.greenheartllc.com), based in Brooklyn, NY. Samantha Lofton is the director of records information, risk management and practice support at Ice Miller (www.icemiller.com), based in Indianapolis.

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