Presentation Transcript

1. Putting Information to Work: Key Insights from CGOC Summit 2014

   Derek Gascon, Executive Director, CGOC Jake Frazier, CGOC Faculty Chair June 5, 2014
2. A Few Words on CGOC FEEDBACK FROM MEMBERS“Excellent setting to collaborate on plans and strategies as a crossfunctional team.” — Karen Alnes, SVP, Chief Privacy Officer, and Carol Garcia, SVP-Enterprise Information Lifecycle Management, Wells Fargo “Rare opportunity for a meeting of minds between legal, records and IT; sharing experiences and collaborating to drive more integrated strategies.” — Jeff Aschbrenner, Principal IS Business System Analyst Information Management & Analytics, Amgen CGOC is a practitioners forum of over 3,000 members focused on the intersection of legal holds, discovery, retention and information management. REGIONAL MEETINGS 2014 New York – July 23rd Europe – TBD Chicago – TBD WORKING GROUPS (Join Now) Preservation and eDiscovery Records Information Management Information Governance PUBLICATIONS ILG Leader Reference Guide (Updated) ILG Requirements Kit (NEW) Information Economics Process Assessment Kit MORE ONLINE RESOURCES at www.CGOC.com Summit 2014
3. CGOC Summit 2014 Survey Results Information governance departmental for most organizations Dedicated resources is an on-going challenge for IG Hard cost reduction in storage still seen as greatest benefit
4. CGOC Summit 2014 Survey Results Vast majority have less than 40% of their information under governance Accurately measuring cost savings is a serious challenge Disposition remains primarily a manual process
5. CGOC Summit 2014 Survey Results Most companies not yet assigning value to information Greatest risk posed by data breach - Reputation 76% of organizations somewhat or not at all prepared for cloud, BYOD and Social Media governance Risks of storing corporate data in the cloud
6. Information as Strategic Differentiator Objectives: Improve… Decision making Customer experience Business performance/revenue Agility/speed of execution Organizational effectiveness Operational efficiency Initiatives Big Data Analytics Cloud BYOD Information Governance Information Economics represents a holistic, enterprise-wide perspective and approach to leverage information as a strategicasset in supporting key organizational objectives and initiatives for success
7. Top & Bottom Line Impact Consumers

8. The Journey to Information Governance and Pragmatic Approach

9. Background Information systems overtake physical processes Business units lose sense of information ownership Passive drivers to save everything forever Attempt to rely on improving search Perception of decreasing storage media costs Current pressure points What is Information Governance? Return to disciplined management Technology systems introduce significant complexity Most organizations face a highly complex current state Business Case Drivers Risk Regulatory (under-retention, mode of retention, prompt retrieval) Litigation (e-discovery, preservation, spoliation) Privacy breaches Cost Productivity Relative Program Maturity Issues and Business Case Drivers
10. Organizational Current State Who “Owns” Information Governance? Multidisciplinary problem, cross-divisional responsibility Business units have primary operational responsibility for recordkeeping Advisory, control and IT functions need relevant expertise for advice, policy, implementation and oversight Information governance (or management) is an increasingly distinct and necessary field of expertise Organizational Views and Motivations Drivers and perspectives vs. consensus among key stakeholders Business, advisory and control functions Current vs. potential information governance/management function De facto cultural change
11. Conceptual Scope Create/Receive Classify Store/Retain Protect Access/Distribute Analyze/Maximize Value and Quality Hold Dispose Potential Scope of Related Programs Information Lifecycle Management (classify, retain, hold, dispose) Information Security and Privacy (receive, protect, access, distribute) Information Retrieval and Forensics (access, distribute, analyze) Information Optimization, Big Data . . . . (analyze, maximize value . . . .) Define Program Scope Sets enterprise wide policy, standards and processes for information management across all media. Information Governance Leverages information assets and support processes for the greater good of the enterprise. Collaboration & Communication Taxonomy & Search Security, Access & Permissions Paper & Electronic Information Information Management Information Asset Quality & Ownership Business Continuity & Disaster Recovery Must span multiple disciplines in order to be successful. Records & Retention Management Provides central ownership of shared resources, technology and information assets. **Representation not all inclusive**
12. Business Management Control Funct. Management ILM Divisional Management Business Contacts ILM Program Staff Control Functions Governance Key Stakeholders Legal, Compliance, IT, BU, Firm Admin, Risk Management consensus on high-level objectives and scope Governance/Coordination Model Designated operational/BU contacts or committees Routine, documented governance meetings Feedback on strategies, consensus for priorities, participation in key processes, e.g., disposition Leverage control functions – Audit, Risk
13. ILM Elements Americas Physical Asia Electronic EMEA Policy Inventory Storage Requirements Legal Holds Disposition Physical Records Email Sys Reports Doc Mgnt Network Drives Mainframe Transactional Database and Other systems
14. Dedicated Staffing Permanent core function E.g., Legal, Compliance, BU/Firm Admin, IT, Corporate Services Specific information management expertise Ideally includes dedicated staff in business functions Information management expertise drives strategy and execution BU contacts and management need to be aware, agree on overall strategy, express relative priorities Program and project management Link to current strategy and important right now Must be agile and flexible No easy or “right” answer Policy before Process Not everyone will agree - EVER Demonstrate value fast and show success early Must learn from “your” wins / losses & those of others Must start someplace – why not “here” Will take time and refinement Recommendations/Considerations

15. Understand Hard and Soft Costs

16. Important to assess both Hard and Soft Savings when structuring a program Potential savings that require additional work in order to achieve hard savings Examples: Process efficiencies: must enact additional measures to implement process efficiencies Time related to searching for and securing documents Time related to recreating historic facts Reduction of risk meeting litigation and compliance obligations People costs: reduction in personnel related to process or management efficiencies (requires actual reallocation of personnel to a different cost center) Dollars that fall directly to the bottom line Easiest to relate to and capture Examples: Storage reduction Server reduction Software license reduction Reduction in offsite storage costs (i.e. Iron Mountain) Hosting fee reductions People costs: reduction in force based on clear efficiencies Ediscovery vendor cost reductions Hard Savings Soft Savings

17. Information Governance: Bringing Value to Analytics

18. Information Value CGOC articulated early that data varies in Value (all data is not equal) Data can lose or gain intrinsic Value over time Cost of data is external to data’s intrinsic Value Data can have Value despite its uncertainty (Veracity) Unrefined gold is still gold of lesser value
19. Value – It’s Why Big Data Matters The derived Value of Big Data directly relates to other V’s Address Volume & Variety Match Velocity demands Compensate for Veracity Capture more Data (Value) Improve derived Value Is it even worth having the theoretical argument whether the Value of content is intrinsic or a derived result?
20. Recognize High Value Opportunities & Learn from Others After thousands of Big Data projects around the world, almost all have fallen into one of five predominant use cases: Developing a 360-degree view of the customer Understanding operational analytics Addressing threat, fraud and security Analyzing data that you didn't think was useable before Offloading and augmenting data warehouses

21. Managing Cost through Defensible Disposal

22. Focal Point for Reducing eDiscovery Cost Vendor or Outside Counsel Within a Corporation
23. Information Governance ( Defensible Disposal ) Steps for Implementation Develop a Records Retention and Destruction Program Leverage policy to guide all facets of the enterprise Encourage disposition based upon policy Overlay legal processes to ensure litigation preservation Targeted Sources Offsite Storage Email Backup Tapes Call Recording Business Data Guiding principles Policy, Process, People Joint venture: Legal, Compliance and IT Record is a record: media agnostic Identify what is required to be kept and encourage disposal of everything else. Check regularly for compliance Culture is hard to change: “Take baby steps” Providing guidance for business IT was only service provider Legal / Compliance were the “Bad Guys” “It’s okay to delete!” Executive Support is a must!
24. Proactive ediscovery: early data assessment
25. Proactive eDiscovery: Early Data Assessment Early Case Assessment Moves the “Analysis” Phase “to the left” Early DATA Assessment Moves the “Analysis” Phase All the Way “to the left” Original Point of Key Documents Being Visible to Practitioners
26. Requirements and Benefits Requirements Completeness of Coverage (Exception Reports) Ability to Search by Keyword, Analytics? Ability to View Documents (Preserve Metadata) Ability to Tag Documents or Save Search Ability to Collect Key Documents (COC, Audit Trails) Benefits Moving analysis to the left saves time and money, while increasing likelihood of defensible disposal Decreases risk as custodians or data sources might be found early enough to remedy the situation Increases amount of time for case team to prepare effective strategy that might otherwise be taken up by traditional eDiscovery Summit 2014 26

27. Dark Data: Addressing the Organization’s Hidden Legacy

28. 90% of Big Data is Dark Data – IDC Big Data challenge: abundance Dark Data challenge: It is unknown Steps to address dark data Scope Collect Analyze Classification Assessment Action Disposition Scan files to eliminate debris and PII data due to divestiture Identify files with SSN pattern, credit card information Located files with Tax ID, not expected Discovered 60,000 files to delete Collection/Migration Crawl and index files across multiple servers Identify files with unique terms defined by RIM De-duplicate, Migrate to new repository, Remove files from original source location Result: Reclaim nearly 30% of storage capacity Addressing Dark Data and Practical Use Cases

29. Archiving and Policy Refinement

30. Fresh Look at Archiving to Meet New Demands Email Instant messages (internal and external) Social media posts Communications archives and surveillance platforms Business application communications Text messages Third-party private messaging (e.g., Bloomberg) Marketing materials and other targeted communications Voice Recordings (land lines, VOIP, mobile, con calls) Why all the focus on the archive? Regulatory and litigation focus on unstructured data as primary source for discovery Often primary source of vast amounts of data Volume and variety of data have out-paced technology platforms Historical concepts around policy need to be transformed Need to classify data – minimally, to support even coarsest approach to disposition Need next generation analytics and discovery tools Effectiveness will be governed by data quality, including forward classification
31. Governance Challenges for Cloud, BYOD and Social Media
32. Cloud: Cautions and Considerations for Governance 25%productivity improvement from social enabled processes 47%growth in cloud processes $3.6B spend by 2014 $4M Per year to store and manage a single PB 9.6 Billionconnected devices, growing to 22B by 2020 96% of GenYershave joined a social network 80% of new commercial enterprise apps are deployed in the cloud 2.5 Quintillionbytes of new data generated daily. Big data and analytics drive insight
33. Governance of BYOD & Social MediaPractice Tips BYOD Uses of the Device Consider types of applications authorized for business purposes Provide employees with clear guidance on appropriate uses of applications Ownership of the Data Clear directive that all business-related data owned by employer Access to the Device Needed to meet legal, regulatory and compliance obligations Compliance and Audit Procedures Special training on use of authorized applications on BYOD devices Several Types of Social Media External Sponsored Social Media Sites Company accounts for Facebook, Twitter External Personal Sites used for authorized business purposes LinkedIn Internal Social Media Sites Yammer, Jive Risks Legal Regulatory Data Privacy Information Security
34. QUESTIONS?
35. Thank You!