"Information Governance" 2013

35 Pages·2013·2.54 MB·English

AIIM Market Intelligence
Delivering the priorities and opinions of AIIM’s 75,000 community
Industry
Watch
Information Governance
- records, risks and retention in the litigation age
4
Underwritten in part by: Send to a friend
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About the Research
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community, AIIM is proud to provide this research at no charge. In this way, the entire community can leverage
the education, thought leadership and direction provided by our work. We would like this research to be as
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Our ability to deliver such high-quality research is partially made possible by our underwriting companies, without c
whom we would have to return to a paid subscription model. For that, we hope you will join us in thanking our h
underwriters, who are:
ASG Software Solutions Axceler HP Autonomy
1333 Third Avenue South 7 Swallow Place, 1 Market, Spear Tower, 19th Floor,
Naples, FL 34102 London W1B 2AG San Francisco, CA 94105
USA England USA
Phone: [phone] Phone [phone] Phone: [phone]
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Email: [email protected] Email: [email protected] Web: www.autonomy.com rn
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Iron Mountain Nuix Technology UK Limited, Recall ndn
745 Atlantic Avenue, 5th Floor, 68 Lombard Street, 180 Technology Parkway re G
BPhoostnoen:, +M1A 8 00201.81919.5766 LEonngdlaonnd, EC3V 9LJ, NUSorAcross, GA 30092 teno
Web: www.ironmountain.com Phone: [phone] Phone: +1 888.Recall6 (732.2556) tiov
Email: [email protected] Email: [email protected] ne
Web: www.nuix.com Web: www.recall.com inr
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RSD SAP StoredIQ a
300 Brickstone Square, Suite 603 3999 West Chester Pike, 4401 West Gate Blvd., Suite 300 g
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Andover, MA 01810 Newtown Square, PA 19073 Austin, TX 78745
USA USA USA
Phone: [phone] Phone: [phone] Phone: [phone]
Sales phone: [phone] x105 Web: www.sap.com Sales phone: [phone]
Email: [email protected] Email: [email protected]
Web: www.rsd.com Web: www.storediq.com
Process Used and Survey Demographics
While we appreciate the support of these sponsors, we also greatly value our objectivity and independence as a
non-profit industry association. The results of the survey and the market commentary made in this report are
independent of any bias from the vendor community.
The survey was taken using a web-based tool by 548 individual members of the AIIM community between
January 18, and February 11, 2013. Invitations to take the survey were sent via e-mail to a selection of the 75,000
AIIM community members.
Survey demographics can be found in Appendix 1. Graphs throughout the report exclude responses from
organizations with less than 10 employees, and suppliers of ECM products or services, taking the number of
respondents to 512
© 2013 AIIM - The Global Community of Information Professionals 1
About AIIM
AIIM has been an advocate and supporter of information professionals for nearly 70 years. The association mission
is to ensure that information professionals understand the current and future challenges of managing information
assets in an era of social, mobile, cloud and Big Data. AIIM builds on a strong heritage of research and member I
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service. Today, AIIM is a global, non-profit organization that provides independent research, education and d
certification programs to information professionals. AIIM represents the entire information management community: Wu
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practitioners, technology suppliers, integrators and consultants. t
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About the Author
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Doug Miles is head of the AIIM Market Intelligence Division. He has over 25 years’ experience of working with users
and vendors across a broad spectrum of IT applications. He was an early pioneer of document management
systems for business and engineering applications, and has produced many AIIM survey reports on issues and
drivers for Capture, ECM, Records Management, SharePoint, Mobile, Cloud and Social Business. Doug has also
worked closely with other enterprise-level IT systems such as ERP, BI and CRM. Doug has an MSc in
Communications Engineering and is a member of the IET in the UK.
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AIIM - Find, Control, and Optimize Your Information sm
1100 Wayne Avenue, Suite 1100, Silver Spring, MD 20910 , risa
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© 2013 AIIM - The Global Community of Information Professionals 2
Table of Contents
About the Research: Cloud, SaaS and Outsourcing:
About the Research . . . . . . . . . . . . . . . . . .1 Cloud, SaaS and Outsourcing . . . . . . .21 I
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Process Used, Survey Demographics . . . . . . . .1 Outsource . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 d
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About AIIM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 s
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About the Author . . . . . . . . . . . . . . . . . . . . . . . . .2 Spending Plans: ary
Spending Plans . . . . . . . . . . . . . . . . . . . . .23 t
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Introduction:
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Introduction . . . . . . . . . . . . . . . . . . . . . . . . . .4 Conclusion and Recommendations:
Key Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Conclusion and Recommendations . .24
Recommendations . . . . . . . . . . . . . . . . . . . . . .24
Paper vs. Electronic: References . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
Paper vs. Electronic . . . . . . . . . . . . . . . . . .5
Alignment of Practices . . . . . . . . . . . . . . . . . . . .5 Appendix 1 - Survey Demographics:
Survey Demographics . . . . . . . . . . . . . . .26
Risks and Rewards: Survey Background . . . . . . . . . . . . . . . . . . . . . .26 -I
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Risks and Rewards . . . . . . . . . . . . . . . . . . .6 Organizational Size . . . . . . . . . . . . . . . . . . . . . .26 ecf
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Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Geography . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 rdr
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Rewards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Industry Sector . . . . . . . . . . . . . . . . . . . . . . . . .27 , r
Concerns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Job Roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27 isa
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Government Policies: Appendix 2 - Overall Comments: nn
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Government Policies . . . . . . . . . . . . . . . . .9 Appendix 2 - Overall Comments . . . . .28 re G
Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . .11 teno
Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Underwritten in part by: tionve
Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 ASG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 inr
Axceler . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 thna
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Content Storage and Retention: HP Autonomy . . . . . . . . . . . . . . . . . . . . . . . . . .30 litignc
Content Storage and Retention . . . . . .12 Iron Mountain . . . . . . . . . . . . . . . . . . . . . . . . . . .30 ae
Is it Working? . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Nuix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 tio
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Recall . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 a
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Automated Classification: RSD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 e
Automated Classification . . . . . . . . . . . .15 SAP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
Is it Working? . . . . . . . . . . . . . . . . . . . . . . . . . . .16 StoredIQ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
Emails and Social: About AIIM:
Emails and Social . . . . . . . . . . . . . . . . . . .16 About AIIM . . . . . . . . . . . . . . . . . . . . . . . . . .34
Social . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
E-Discovery:
E-Discovery . . . . . . . . . . . . . . . . . . . . . . . . .19
Jurisdictions . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Mechanisms . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Consequences . . . . . . . . . . . . . . . . . . . . . . . . .20
Deletion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
© 2013 AIIM - The Global Community of Information Professionals
3
Introduction
Once upon a time, records meant paper documents. They lived in file cabinets, and they were managed and
maintained by secretaries, librarians and archivists who knew the rules, and applied them diligently. When space
for more file cabinets ran out, the records were put in boxes, marked with a destruction date, and shipped out to a
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box store (a paper records outsource provider). When the destruction date was reached, the box store would take n
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care of destroying it, and recording the fact that it had been done. Wu
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Nowadays, records exist in electronic form all over the business, often well beyond the reach of the traditional t
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custodians. So we now need much wider “Information Governance Policies” to ensure that our corporate
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information (and our customers’ information) is secure and is easily located. In particular, businesses are c
increasingly faced with the possibility of high profile criminal, commercial and patent cases that hinge on evidence
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from electronic documents, from emails, and even from social network comments. So these records need to be
“discoverable” and presentable to regulators and lawyers. And as the argument moves on from “how do we keep
stuff?” to “how can we defensibly get rid of stuff?”, we need to examine what shape enterprise records
management takes and, in the big data age, how do we keep a lid on the escalating costs of content storage?
In this survey, we look at the risk profile around electronic records, the keep-all versus delete-all options, the
international view of e-discovery, and the implications of social, mobile and cloud on RM policies. We also look at
the development of enterprise-wide governance policies, and how they translate into system strategies.
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Key Findings e
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n Progress toward the “Paperless Office” is slow. For 42% of organizations,the volume of paper records is rdr
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still increasing. , r
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n Effective information governance is crippled by poor training.Only 16% regularly train all staff. 31% do no ksti
training at all. ao
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n Senior management is ignoring the risks. 31% of respondents report that poor electronic records-keeping is re G
causing problems with regulators and auditors. 14% are incurring fines or bad publicity. teno
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n The answer to the data problem is to let the computer do the filing.14% are already doing auto- ne
classification of electronic records, 37% are keen to do it. inr
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n wDheesnp irteet egnotoiodn ipneterinotdios nasre, tsheet .delete button isn’t being pressed.Electronic records aren’t being deleted even e litignc
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n IT is losing its ability to transform business. For a third of organizations, 90% of IT spend adds no new value. tio
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n Something has to be done about content accumulation.For 29% the response to the information deluge is g
“buy more discs”. e
n Emails are acknowledged as records, but the filing systems are chaotic. 73% include email in their
retention policies, but most rely on manual methods to file them.
n Social content management is not even on the radar.Less than 15% of organizations are even trying to
include social postings in their retention schedules.
n Cloud is not in everyone’s future.46% of organizations would “definitely not” or “probably not” consider
using cloud for managing electronic records. 23% would consider using their existing paper records outsourcer
for cloud services.
n The content may be electronic but the e-discovery mechanisms are still manual. 53% are still reliant on
manual processes for e-discovery searches across file shares, email and physical records.
n 45% of organizations plan to increase their records management spend over the next two years. In
particular, automated classification is set for strong growth, along with enterprise search, RM modules,
E-discovery and email management.
© 2013 AIIM - The Global Community of Information Professionals 4
Paper vs. Electronic
In theory, the increasing focus on keeping records in electronic form should be resulting in a decrease in the volume of
paper records. However, in Figure 1 we see a somewhat chequered picture. Overall, the volume of paper records is
increasing in 42% of organizations, and decreasing in 34% - a “negative gap” of 8%. In the largest organizations (5,000+
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employees), the gap closes to 3% whereas in mid-sized and smaller organizations, the gap is 11%. n
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By comparison, in our 2011 report1, more organizations were seeing a decrease than an increase – a positive gap of 10%, Wu
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which was a big change from 2009 where the negative gap of 34% was much greater than today. We have no firm t
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explanation for this apparent return to growth for paper records. It could simply be that during the downturn of 2009-2011 y
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overall transaction volumes decreased. It could be that more vigorous savings were called for on office costs, or that box
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store costs were scrutinized more closely, leading to a more general clear out of file boxes - and that now they are creeping
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back in. Or it could be that a number of back-file scanning projects have been run down and not re-instated.
Figure 1: Is the volume of your paper records: (N=508)
0% 5% 10% 15% 20% 25% 30% 35%
0% 5% 10% 15% 20% 25% 30% 35%
Increasing rapidly
Increasing rapidly
IncreasiInngc rseoamsienwg hsoamt ewhat - reIn
10-500 1e0m-5p0s0 emps cofo
500-5,050000 e-5m,0p0s0 emps rdsrm
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Alignment of Practices thena
Given that most businesses are now managing at least some of their records as electronic, it is interesting to compare how litignc
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the traditional records management practices are transferring from the paper world. tio
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Figure 2: How well are these aspects of your electronic records-keeping aligned with your paper records-keeping practices? (N=508) a
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-80% -6-08%0%-4-06%0%-2-04%0%0-2%0%200%% 402%0%604%0%806%0% 80% e
Access control
Access control
Records declara!on guidance
Records declara!on guidance
Fileplan/classifica!on/taxonomy
Fileplan/classifica!on/taxonomy
Reten!on periods
Reten!on periods
Implementa!on of dele!on/destruc!on
Implementa!on of dele!on/destruc!on
a#er reten!on period
a#er reten!on period
Audit of compliance
Audit of compliance
Service agreements for outsource
Service agreements for outsource
Legal hold
Legal hold
Aligned Not aligned We have no policies for this
Aligned Not aligned We have no policies for this
© 2013 AIIM - The Global Community of Information Professionals 5
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Electronic docs such as images, word
Electronic docs such as images, word
processor docs, spreadsheets and PDFs
processor docs, spreadsheets and PDFs
Emails
Emails
Applica!on-generated output records such as
Applica!on-generated output records such as
invoices, statements, delivery notes, etc.
invoices, statements, delivery notes, etc.
Documents stored in ERP, CRM and project
Documents stored in ERP, CRM and project
management systems
management systems
SharePoint content
SharePoint content
Public website content
Public website content
Instant messaging
Instant messaging
Internal social biz applica!ons such as staff
Internal social biz applica!ons such as staff
blogs, wikis, micro-blogs, etc.
blogs, wikis, micro-blogs, etc.
Dynamic or personalized content such as
Dynamic or personalized content such as
webpages, tailored promo!ons, etc.
webpages, tailored promo!ons, etc.
External social media such as company blogs,
External social media such as company blogs,
LinkedIn groups, Twi&er, etc.
LinkedIn groups, Twi&er, etc.
We do not include any form of electronically
We do not include any form of electronically
stored informa!on
stored informa!on
0% 5% 10% 15% 20% 25% 30% 35%
Increasing rapidly
Increasing somewhat
10-500 emps
500-5,000 emps
Stable
5,000+ emps
Decreasing somewhat
Decreasing rapidly
-80% -60% -40% -20% 0% 20% 40% 60% 80%
Access control
Records declara!on guidance
Fileplan/classifica!on/taxonomy
Reten!on periods
Implementa!on of dele!on/destruc!on
a#er reten!on period
Audit of compliance
Service agreements for outsource
These results show that in approximately half of the organizations surveyed there is still considerable inequality
between the practices applied to paper records, and those applied to electronic records and, of course, that some
organizations have large gaps in their policies for both. Of most interest here is the fact that most organizations do
Legal hold
have policies on retention periods, and that along with legal hold, these are the most likely to be aligned between
electronic and paper. However, when it comes to the implementation of deletion or destruction of records after the
retention period, the number of organizatiAolnigs nweidth aligNnomt eanlitg dnreodps byW nee ahralyv hea nlfo, ipndoilcicaietins gfo thr atht diseletion of electronic In
records is not taking place as per the policies. d
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Of course, although most organizations have retention policies, they are not always applied as widely as they could t
be across different types of content. ary
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Figure 3: Which of the following types of electronic content do you include in your retention policies and RM processes? c
(N=505) h
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Electronic docs such as images, word
processor docs, spreadsheets and PDFs
Emails
Applica!on-generated output records such as
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External social media such as company blogs, tio
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We do not include any form of electronically e
stored informa!on
Email was at one time widely considered to be transient or conversational and therefore not recorded, but now is
treated (selectively) as a record by 73%. Most organizations record application-generated output, but very few record
dynamic or personalized content. In some organizations collaborative SharePoint content is considered transient, but
in most it very quickly builds up, and a records and retention policy of some form becomes essential. Instant
messaging is also considered transient by most, but can be implicated in breaches of acceptable use and insider
malpractice.
While retention periods are widely set for both paper and electronic records, they are much less likely to be
implemented for electronic records
Risks and Rewards
For many years the argument has raged as to whether records management and information governance has a
“positive benefit” in terms of sharing knowledge and making it more accessible, or whether it is merely a “negative
benefit,” avoiding compliance risks and litigation costs. In this survey, rather than pitch these two against each other
in the same question, we have split the discussion into risks and rewards.
© 2013 AIIM - The Global Community of Information Professionals 6
Risks
Before looking in detail at Figure 4, we should perhaps point out that most of these risks apply to most organizations,
but respondents were asked to pick the three most significant for their organizations.
Figure 4: Which of the following do you consider to be the three biggest risks to your company from a failure of
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information governance? (N=500) n
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0% 10% 20% 30% 40% 50% 60% atr
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Excess li(cid:127)ga(cid:127)on costs or damages resul(cid:127)ng c
from poor records keeping
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Loss of customer confidence or bad publicity
from data loss
Loss of intellectual property or company
confiden(cid:127)al informa(cid:127)on
Inability to respond to requests (Freedom of
Informa(cid:127)on)
Infringement of industry-specific compliance
regula(cid:127)ons -I
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Regulator ac(cid:127)on from loss/exposure of , r
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Criminal prosecu(cid:127)ons feonrs ai(cid:127)llvoew dinagta p teor sboen laollsyt teno
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Excess litigation costs are clearly seen as the biggest risk of a failure of information governance, and we will explore litignc
this in more detail later. Since information governance 0a%lso in1c0l%ude2s0 p%rote3c0t%ing 4c0o%nfid5e0n%tial a6n0d% cu7s0to%me8r-0re%lated ae
data, the bad publicity and loss of customer confidence from a data leak is also of considerable consequence. As we tio
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have seen iRne rdecuecnet sctaosreasg es uacnhd ainsf Sraosntyr,u ac tsuerceu criotys tbsreach can damage a carefully created brand identity almost a
overnight, and organizations can incur significant fines from data regulators – or in some regions, a criminal g
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prosecution. Loss of a company’s own intellectual property can, of course, be hugely damaging, and the inability to
respondE txop Floreite adnodm s ohfa Irnef oorumra ktinoonw (FleOdIg) ere rqeuseosutrsc ceasn incur fines from government sector regulators.
Faster response to events, accidents, press
ac(cid:127)vi(cid:127)es, FOI enquiries, etc.
Rewards
More personalized and accurate service to
For many, many years, the arguments for scanning paper records to reduce physical office costs have been well
customers
rehearsed. However, as organizations have become deluged with more and more electronic content, the issue of
retention and deletion has come to the fore in order to put some restraint on the seemingly exponential growth in disc
Be!er customer/supplier rela(cid:127)onships
storage. In Figure 5 we can see that this is now considered to be the key benefit of good information governance,
pushing the ability to exploit and share knowledge resources into second place.
Support for poten(cid:127)al big data ini(cid:127)a(cid:127)ves
Be!er reputa(cid:127)on/improved shareholder
value
Faster and cheaper financial audits
Control social media for posi(cid:127)ve benefit
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
© 2013 AIIM - ThGe Gel"obnalg C toom mgruinpitys owf Iintfhor melaeticontr Poronfiecs srioencaolsrds 7
Dealing with emails
Compliance monitoring/enforcement of
governance policies
Including mul(cid:127)ple systems and repositories
in the records regime
Poor classifica(cid:127)on of content within
ECM/SharePoint
Defensible disposi(cid:127)on/dele(cid:127)on
Dealing with rapidly increasing storage
requirements
Dealing with content on smartphones and
tablets
SharePoint volume growth
Security against data the#/ unauthorized
access
No plans,
3%
Planned, but
Incorporated within our
not started,
enterprise-wide Informa(cid:127)on
9%
Management Strategy,
30%
In process, but
not there yet,
22%
Standalone Informa(cid:127)on
Governance policy accross
the organiza(cid:127)on,
14%
We have a number of Records
Management policies but they Each part of the organiza(cid:127)on
are not integrated, has its own Informa(cid:127)on
17% Governance policy,
4%
0% 10% 20% 30% 40% 50% 60%
Excess li(cid:127)ga(cid:127)on costs or damages resul(cid:127)ng
from poor records keeping
Loss of customer confidence or bad publicity
from data loss
Loss of intellectual property or company
confiden(cid:127)al informa(cid:127)on
Inability to respond to requests (Freedom of
Informa(cid:127)on)
Infringement of industry-specific compliance
regula(cid:127)ons
Audit qualifica(cid:127)ons due to inadequate
records
Regulator ac(cid:127)on from loss/exposure of
personally iden(cid:127)fiable informa(cid:127)on
Poor outcome of customer/supplier disputes
due to gaps in comms trail
Criminal prosecu(cid:127)on for allowing personally
sensi(cid:127)ve data to be lost
Figure 5: Which three of the following do you consider to be the biggest benefits to your company from good information
governance? (N=506)
0% 10% 20% 30% 40% 50% 60% 70% 80% I
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Faster response to events, accidents, press h
ac(cid:127)vi(cid:127)es, FOI enquiries, etc.
More personalized and accurate service to
customers
Be!er customer/supplier rela(cid:127)onships
Support for poten(cid:127)al big data ini(cid:127)a(cid:127)ves
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Be!er reputa(cid:127)on/improved shareholder rn
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Faster and cheaper financial audits , r
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Control social media for posi(cid:127)ve benefit s aio
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tiov
ne
Faster and more agile response to a wide range of eve0n%ts su5c%h a1s0 b%ad1 5w%ea2th0e%r, a2c5c%id3e0n%ts, 3p5re%ss4 a0c%tiv4it5ie%s, FOI inr
eeWnneqte turhpireireniss es, e-sweoi Gcdaie eac "lbu msantseogids mti,ao ei n rsg ctsroliueprdrmsvi inswcg,e i at mehnl odeemb lseiloeec nt oart,non w,nd iih scri e carmhles cooisot earp d cacsorletniacnure lbacertlinyoe ntfrsiut. e o ff othr efi nreaandcyia al acnceds ust itloity e olercgtaronniziact iroencso,r dwsh eorne amnany the litignanc
years of acquisitions and mergersD heaavlien gc rweaittehd e pmoateilnstial disruption of customer records. These organizations are atioe
also more likely to look to personalizing their offers, and are at the forefront of big data analytics to forecast trends n
and opportuCnoitmiesp lbiaansceed mono nthiteo arignggr/eegnaftoer ocef mtheeinr ts toofred records content. a
g
governance policies e
Including mul(cid:127)ple systems and repositories
Concerns
in the records regime
As the custodianPso oofr ccolarpssoirfiactea (cid:127)inofno romfa ctoionnt,e rnetc owridtsh imnanagers and IT managers are the most likely to know where
their organization’s vulnerabilities lie,E aCnMd /thSehsaere aProe ilniktely to be reflected in their concerns and immediate priorities.
Defensible disposi(cid:127)on/dele(cid:127)on
Dealing with rapidly increasing storage
requirements
Dealing with content on smartphones and
tablets
SharePoint volume growth
Security against data the#/ unauthorized
access
No plans,
3%
Planned, but
Incorporated within our
not started,
enterprise-wide Informa(cid:127)on
9%
Management Strategy,
© 2013 AIIM - The Global Community of Information Professionals 8
30%
In process, but
not there yet,
22%
Standalone Informa(cid:127)on
Governance policy accross
the organiza(cid:127)on,
14%
We have a number of Records
Management policies but they Each part of the organiza(cid:127)on
are not integrated, has its own Informa(cid:127)on
17% Governance policy,
4%
0% 10% 20% 30% 40% 50% 60%
Excess li(cid:127)ga(cid:127)on costs or damages resul(cid:127)ng
from poor records keeping
Loss of customer confidence or bad publicity
from data loss
Loss of intellectual property or company
confiden(cid:127)al informa(cid:127)on
Inability to respond to requests (Freedom of
Informa(cid:127)on)
Infringement of industry-specific compliance
regula(cid:127)ons
Audit qualifica(cid:127)ons due to inadequate
records
Regulator ac(cid:127)on from loss/exposure of
personally iden(cid:127)fiable informa(cid:127)on
Poor outcome of customer/supplier disputes
due to gaps in comms trail
Criminal prosecu(cid:127)on for allowing personally
sensi(cid:127)ve data to be lost
0% 10% 20% 30% 40% 50% 60% 70% 80%
Reduce storage and infrastructure costs
Exploit and share our knowledge resources
Faster response to events, accidents, press
ac(cid:127)vi(cid:127)es, FOI enquiries, etc.
More personalized and accurate service to
customers
Be!er customer/supplier rela(cid:127)onships
Support for poten(cid:127)al big data ini(cid:127)a(cid:127)ves
Be!er reputa(cid:127)on/improved shareholder
value
Faster and cheaper financial audits
Control social media for posi(cid:127)ve benefit
Figure 6: Which three of the following are giving you the biggest cause for concern right now? (Max THREE) (N=457)
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
I
Ge"ng to grips with electronic records n
d
Wu
s
Dealing with emails t
ar
y
Compliance monitoring/enforcement of t
c
governance policies
h
Including mul(cid:127)ple systems and repositories
in the records regime
Poor classifica(cid:127)on of content within
ECM/SharePoint
Defensible disposi(cid:127)on/dele(cid:127)on
Dealing with rapidly increasing storage
requirements
-I
Dealing with content on smartphones and ren
cf
tablets oo
rdr
sm
SharePoint volume growth , r
isa
Security against data the#/ unauthorized ksti
access ao
nn
d
re G
teno
tiov
Gsuivrpernis teh eth mati sgmetatitncgh tinod gicriaptse dwP ieltahan relnieleercd bt,r eobtnuwitce erenc eolerdNcstor of 3ipgn%liuacrn eress,c hoirgdhsly p, owliitchie esm aanidls tbheoisneg foofr ppaarptiecru rlaerc ocordnsc,e itr nis. Envoen with n in therna
policies in place, monitoring and enforcement is clearly of concern for many of oIunrc roersppoornadteendt sw, iethspine coiuarlly across e
multiple repositories and othern eont tse9tr%aprrtiseed ,systems. Then comes poor classificaetniotne ropfr cisoen-twenidt ein I nEfCoMrm say(cid:127)sotenms, and litignc
particularly SharePoint, and this is leading the move towards automated classificaMtioann aagnedm taegngt iSntgr.a Dteegfeyn,sible ae
deletion and dealing with increasing storage requirements come next. 30% tio
n
Off the radar in Figure 6, and perhaps victims of the “three options” limit, are the implications of company a
In process, but g
contributions to social sites, and unofficial use of cloud-based sharing sites. Both issues figure strongly in other AIIM e
not there yet,
surveys, but are secondary for many in the day-to-day fight to stay compliant for core records.
22%
Standalone Informa(cid:127)on
The biggest risk from poor information governance is considered to be increased litigation costs and damages.
Governance policy accross
Reduction in storage costs is considered to be the biggest benefit – followed closely by exploitation and sharing of
the organiza(cid:127)on,
knowledge resources, and faster response to events.
14%
We have a number of Records
Management policies but they Each part of the organiza(cid:127)on
Goveranrea nont icnteegr aPteod,licies has its own Informa(cid:127)on
17% Governance policy,
4%
Corporate policies for managing records and protecting information may be included as part of an overall Information
Management Strategy, or they may standalone within an Information Governance Policy. Many organizations are
working to achieve a uniform policy across the enterprise, but as we will see, this can be something of a struggle, not
least because of the different privacy laws and legal mechanisms in different countries.
© 2013 AIIM - The Global Community of Information Professionals 9