Essay

36 May/June 2018

BUSINESS MATTERS

A Case for Outsourcing IG Program Design

and Implementation Aaron Bryant, IGP, PMP

T he age-old problem of not being able to “see the trees for the forest” is particularly applicable to

organizations with so much unman- aged information that they can’t find what they need when they need it. In many ways, organizations are like trees:

• Each is made up of various systems that perform essential functions in relation to the whole.

• Each is nourished by an essen- tial ingredient – an organiza- tion’s “lifeblood” is information in the same way a tree’s is sap (i.e., water, minerals, and nutrients) – and each must have an unimpeded delivery system whose job is to keep the whole body healthy and thriving.

• Sap circulates through the vascular system of a tree in the same way information circulates through the value chain of an organization; in both cases, some is used readily, some is stored, and some is eventually released in various by-products.

• When any part of either a tree or an organization exhibits signs of poor health, it is unlikely that the problem is as localized as it may appear. Often there is dysfunction within the delivery system, and the unhealthy part is just a symptom of that wide- spread dysfunction.

Of course, an organization’s in- formation management (IM) system is a lot more complicated than the nutrient cycle of a tree. And it is in-

May/June 2018 37

structure and function so the orga- nization’s information assets can be optimized for productivity, compli- ance, and greater business success going forward. Following are some of the benefits a consultant can bring to an organization.

An Unbiased Perspective Outsourced consultants approach

their projects with the unbiased perspective that only an outsider can provide. Their interest is in creating and implementing the best possible system for the organization, and they are as expert in their business as organizations are in theirs. And throughout the process, they will remain wholly intent on their goals while the organizations maintain continuity in their daily business tasks.

State-of-the-Art Knowledge Constant technology devel-

opments can both intrigue and overwhelm. Consultants who keep pace with these developments can help keep the organization’s focus on the technologies best suited for the industry and business structure, control costs, and ensure a smoother implementation.

nately more flawed, as human beings are. That makes it more vulnerable to failure.

An organization with a poorly managed IM system is at risk, both functionally and legally, for dimin- ished performance, low workforce morale, costly audits, costlier fines, and a damaged public image. Money and manpower spent to muddle through a dysfunctional system will be borrowed away from produc- tion, innovation, and meeting the challenges of the competition. In addition, corporate stakeholders as well as customers will be frustrated and distrustful when information can’t be produced when needed.

Know When to Call a ‘Doctor’ It will take more than an arborist

to doctor a less-than-optimal IM system, but the basic process will be similar – checking the entire system thoroughly, analyzing the problems, prescribing a treatment plan, eval- uating the treatment, following up with additional inspections and any needed treatments, and performing ongoing maintenance.

Just as keepers of the most illus- trious gardens and abundant forests know when to seek outside expertise to keep their charges prosperous, so do the smartest business lead- ers. Those who comprehend the importance of complying with the growing body of complex laws and regulations, taking advantage of the torrent of changing technology and security, and using their information to promote business innovation and growth have made effective informa- tion governance (IG) a priority.

However, a missing link in many organizations – even those whose employees are the best of the best – is the person who can bring together all IG stakeholders – IM, IT, legal, risk/compliance, security, privacy, and business units – to collaborate in leveraging information assets across business processes and governing those assets in a way that promotes their ideal accessibility, security, storage, and compliance with legal,

regulatory, fiscal, historical, and other business requirements.

Outside Resources Often Needed

The task of designing and integrating an IG program can be an overwhelming one in any size organization, as it is more than a full-time job. Every employee already has a set of responsibilities and is a vital part of the organization’s value chain, so there isn’t time available to pull him or her off designated duties to give full attention to this task. And by way of the fact that employ- ees already have full-time jobs, it’s hardly possible they are thoroughly trained in IG or have the knowledge and skills required to accomplish this task on their own.

While an organization is embark- ing on this process, its employees will have some involvement, but they should be experiencing as few distractions from daily business tasks as possible. Their value is in their expertise and experience in handling those tasks, their knowledge about the organization and its culture, and their vested interest in its success.

Benefits of Outsourcing When information storage starts

to overtake work space, employees experience increased stress along with decreased morale – and produc- tivity. Organizations with efficient IG strategies in place find that their workforce is more productive, more loyal, and less stressed out.

There are financial considerations in outsourcing, yes. But working with the right IG consultant can help control costs, streamline the budget with regulated, standardized expens- es, and save big bucks – and a lot of hassles – on the other end.

Whether an organization is just starting up or has long had its roots planted in the ground, whether it is growing or downsizing, merging or divesting, relocating or staying put, succeeding or struggling, there are knowledgeable, dedicated IG professionals that can help provide

Money and manpower spent to muddle through a dysfunctional system will be borrowed away from production, innovation, and meeting the challenges of the competition. …corporate stake- holders as well as customers will be frustrated…

38 May/June 2018

BUSINESS MATTERS Expertise in Defining the Project

Using an outsourced IG profes- sional to help determine project goals and objectives, define project success, and develop a high-level process baseline will allow employees to focus on their regular duties.

IG processes also will like- ly change to accommodate new technologies. An outside consultant can help create a process baseline with details not only about tasks and processes, but also about how information moves between tasks and how it is handled, processed, tracked, logged, etc. This baseline will be used for subsequent examination of the system design to determine its success and where additional improvements might be needed.

A Partial To-Do List Here are some of the other ways

in which IG consultants can earn their keep:

Developing the team – They can help assemble and train the IG team, coordinate a plan to keep team members updated and informed, and create systems for tracking project goals.

Cleaning up policies and practices – They can interview representatives from each functional area to review policies and observe current practices to determine what is working, what isn’t working (e.g., identify areas in which information is slowing or pre- venting business processes), and areas of non-compliance in the informa- tion chain.

Sharing current industry-specific technologies and implementation strat- egies – They can convey where new technologies can be a strategic advan- tage vs. where they can be impulsive or fractious, present cost-effective technology choices, and advise on the most efficient ways to integrate them.

Guiding electronic file decisions – They can lead the discussion and decision-making related to appropri- ate file types, standardized file nam- ing and meta-tagging procedures, appropriate access points, file-sharing processes, and privacy and security options, levels, and procedures.

Prioritizing imaging projects – They can manage the prioritization of transferring paper to digital files based on retention and usage needs and organize and consolidate the storage of lower-priority files.

Dealing with unstructured information – They can generate policies and procedures for handling unstructured information, such as social media posts and e-mails, and present options for either analyzing and utilizing dark data for future projects or discarding it.

Implementing defensible destruc- tion – They can help identify and categorize records that are part of corporate memory, ensure their secure storage, implement secure disposal of obsolete data, and keep audit-friendly records of such dis- posal.

Assisting with records storage deci- sions – They can recommend records for inactive storage based on their digitizing priority and/or their need for permanence based on compliance laws and specific corporate needs. They can also advise on the selec- tion of storage facilities in regard to their location, security controls, and internal environmental controls.

Managing change – They can help build corporate confidence and trust in procedural changes; struc- ture transitions to be as seamless as possible; plan, schedule, and carry out employee training, workshops, and follow-up; and plan strategies to help ensure employee adherence.

Planning for the future – They can help plan for system scalability and flexibility to allow for future business changes and growth, providing cost and budget advice.

The Business Case The business case for outsourc-

ing the implementation of the IG program should detail the current situation and the benefits of the new vision. Executive management and key stakeholders will want to know the why, what, how, when, and the who details of the implementation to decide whether to accept, revise, or decline the proposal.

Sell the Program People tend to be creatures of

habit and they may be intimidated by the rumors of systematic chang-

With the help of the organiza- tion’s management team, an out- sourced professional (i.e., consultant) will define IG program goals (e.g., improved service levels, increased productivity, and better quality of service) that will support organiza- tional goals (e.g., increased profits, shareholder value, and global pres- ence) and the objectives, or plan of attack, to meet the program goals.

A consultant also can help define how to measure the success of the plan. For example, the metrics for the IG program goal of service level im- provements might include reduced:

• Number of client complaints • Cost of operations • Time to complete processing If the objective to improve service

levels includes the introduction of new technologies, another metric for measuring success might include whether the technology deployment is accomplished within the allotted time and budget.

They can interview representatives from each functional area to review policies and observe current practices to determine what is working, what isn’t working (e.g., identify areas in which information is slowing or preventing business processes), and areas of non-compliance in the information chain.

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es to come. Some individuals or departments simply may not see the need for change, adopting the atti- tude of “If it ain’t broke, why fix it?” It is of utmost importance to impart to staff the benefits of these chang- es to help them understand how a well-conceived, finely tuned IG program will streamline their jobs, eliminate or improve things that are hindering their work, and de-clut- ter their work environment. Most importantly, they need to know they will have a voice in identifying what needs to be improved, how to make the improvements, and whether the changes that are implemented are successful.

Stop the Information Overload This article may seem like

information overload for solving information overload. Actually, there’s more. But here’s the good news – engaging an IG consultant with the right expertise to focus on core activities, provide operational control, and reduce project cost will help the organization overcome its glut of TMI. E

About the Author: Aaron Bryant, IGP, PMP, is a consultant with ECM Mentors, LLC, a service dis- abled, veteran-owned small business (SDVOSB) that focuses on the strategic planning, design, and im- plementation of information man- agement and governance systems, practices, and processes. Previously he was the director of records and information governance for Hyatt Hotels Corp. In addition to having earned the Information Governance Professional certification, Bryant holds a master of business adminis- tration degree in management and strategy from Western Governors University-Austin, Texas. He can be contacted at [email protected].

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