1. Measuring and Ensuring Success
Information Lifecycle Governance Launching a High Impact Defensible Disposal Program in Your Organization
Measuring and Ensuring Success

2. Barriers To Launching a Program: Lack of Funding, Lack of Operational Model
Similar information governance starting point
78%
cannot reliably dispose of data
Common goal and
approach
98% agree rigorous discovery and defensible disposal of information is a desired benefit and requisite outcome of information governance efforts B A P
In search of a better Information Governance Program
On leadership: 57% of respondents’ companies had information governance - leadership committees yet only 17% said right stakeholders were at the table
On ownership: only 25% of companies said the IG ownership model works well today
On process management: #1 barrier to achieving IG is managing the enormity of the effort to make the change 2 2

3. Overcoming Funding Barrier: Quantify Economic Benefits of Defensible Disposal
We could spend $35m less next year and lower our run rate
We could lower run rate $3m now and spend $24m less over 3 years
We could free up $150m to drive revenue and profit

4. Strategy: ILG Policy and Process Integration
Overcoming Operational Program Model Barrier: Establish a Strong Strategy and a Clear Execution Path P +
Strategy: ILG Policy and Process Integration
ILG Leadership and Execution
Organization
Focuses enterprise on ILG savings and risk reduction opportunity
Drives charter, directive, resources and cross-functional accountability for ILG program.
Metrics
Align and engage enterprise stakeholders, focus progress toward process maturity targets, capacity requirements, goal achievement
Process Capacity Improve and Integrate Processes, Consistently and Defensibly Dispose, Decommission. Automate processes, ensure transparency, provide capacity. Accelerated deployment to drive faster save.
Asset Recovery Remove Excess Storage, Infrastructure
Savings-prioritized recovery of infrastructure to drive P&L benefit
LEADERSHIP
EXECUTION
LOWER LEGAL AND IT COSTS, REDUCED RISK

5. Defensible Disposal-Driven Cost and Risk Reduction Opportunity
Operationalizing ILG Program is Only Possible with a Precise Path to Success
Defensible Disposal-Driven Cost and Risk Reduction Opportunity
Costs and Risks of ‘Keep Everything’ 5

6. 1. People and Organization
Defensible Disposal-Driven Cost and Risk Reduction Opportunity
Costs and Risks of ‘Keep Everything’ 6

7. Governance Organizational Model: 4 Levels of Leadership, Program Structure
Executive Committee:
Validate Metrics, Objectives and roles and responsibilities as defined by Program Director and Senior Advisory Group
Process and policy resolution
Resources and capacity alignment
Audit onset and cadence approval
Senior Advisory Group:
Identity delegates and working group participants in their respective organizations
Process and policy definition
Monitor process maturation and workstream results in the area
Ensure capacity is aligned with program objectives
Program Director and PMO:
Drive execution on 15 core business processes based on business recommendations from function leaders and practice delegates
Communication and training plan oversight
Maturity assessment cadence and dependencies
Establishes audit cadence and ratifies audit onset
Reviews and ratifies implementation/maturation methodology
Working Group Delegates & Leads:
Audit onset timing
Process implementation/maturation methodology
Capacity and capability recommendations to line of business leadership and executive committee
Communication and training in their domain

8. Metrics, Measurements and Communication
Communication and Reporting Roles and Cadence

9. Defensible Disposal-Driven Cost and Risk Reduction Opportunity
2. Process
Defensible Disposal-Driven Cost and Risk Reduction Opportunity
Costs and Risks of ‘Keep Everything’ 9

10. 16 Business Processes to be Enhanced and Instrumented

11. Enhancing and Instrumenting These 16 Processes Reduces Inherent Risk
RISK ELEMENT
Legal does not identify the right custodians.
Actual, rogue or IT managed data sources are missed.
IT or employees migrate, retire or modify data due to no hold visibility.
Legal fails to follow through on information identified in custodian interview process.
Collection failure from overlooked source, departing employee, incomplete prior collection inventory, communication and tracking errors.
Unable to assemble, understand or defend the audit trail of discovery activities.
Failures in record keeping and regulatory change management.
IT ‘saves everything’ increases discoverable mass, complexity.
IT disposes of data of value to the business or with legal obligation.
Private customer data is exposed, theft, brand damage, or regulatory penalty occurs.
Legal obligations for data are poorly understand and executed from miscommunication or lack of information.
Systems are incapable of complying with information obligations
IT lacks full facts on disposal of information so excess accumulates or data is lost
Legacy data is poorly understood, overlooked in litigation, expensive or difficult to find and not reliably disposed
Unable to reclaim or recover unused assets or allocate based on business need
Unable to pass an audit on compliance with retention, preservation, protection and disposal policies
Highest Risk M B C D N E J H I L G A
Potential Impact P F K K J N O P M A B E H G C D F I O L
Likelihood to Occur
High risk Requires constant monitoring and review, immediate escalation on failure or impending failure. 50% likelihood
Moderate risk Requires frequent monitoring to prevent and detect; costly to correct or mitigate. Between 10% -50% likelihood
Low risk Does not require constant monitoring and is easy to prevent, detect, correct, defend. Less than 10% likelihood 11

12. Process Maturity Levels
Target maturity level needed for defensible disposal, lower risk and cost 4
INTEGRATED, INSTRUMENTED ENTERPRISE PROCESSES
People in the group use the same method
Process is automated and facts are routinely incorporated in process
Process is repeatable, consistent and reliable in dynamic enterprise
Facts from adjacent stakeholders are routinely incorporated in process
Process provides enterprise transparency
Process dependencies and risks are systematically detected, communicated across processes 3
SILO’ED, CONSISTENT & INSTRUMENTED
People in the group use the same method
Process is automated
Process facts are routinely incorporated in departmental process
Process is repeatable, consistent
Process and facts are isolated in department
Typical maturity level today, cause of excess data, cost and risk 2
SILO’ED, MANUAL
Facts are difficult to retrieve but available; isolated to dept
People in the group use the same method
Spreadsheets are stored in common place or in shared 1
AD HOC, INCONSISTENT
Inconsistent activity
Informal or incomplete
Facts isolated to an individual
Can’t easily be compared, reconciled or monitored
HIGH
RISK,
COST
HIGH
TRANSPARENCY
& CONTROL

13. Measure the Current State to Develop a Path Forward The Current State May be Manual and Silo’ed
Process
1: Ad Hoc, Manual
2: Manual Structure, Silo’ed
3: Instrumented, Silo’ed
4: Instrumented, Integrated A
Employees on Legal Holds B
Data on Legal Hold C
Hold publication D
Legal Interviews E
Evidence Collection F
Evidence Analysis & Cost Controls G
Legal Record H
Master Retention Schedule & Taxonomy I
Departmental Information Practices J
Privacy & Data Protection K
Data Source Catalog & Stewardship L
System Provisioning M
Disposal & Decommissioning N
Legacy Data Management O
Storage Alignment P
Audit

14. Defensible Disposal-Driven Cost and Risk Reduction Opportunity
3. Technology
Defensible Disposal-Driven Cost and Risk Reduction Opportunity
Costs and Risks of ‘Keep Everything’ 14

15. Process Capabilities & Requirements
PROCESS TRANSPARENCY Unified Governance
Transparency across stakeholder processes
Common governance data model and enterprise map
Linkage of duties, value to information assets and business processes
Governance analytics
CREATE, USE
Optimal accessibility
Communicate value and duration
Tap governance liaisons
Access valuable information more easily
Analytics on volume/cost of information
HOLD, DISCOVER Rigorous Discovery
Robust, affirmative legal holds for people, records, and data
Preserve in place automation where disposition occurs
Efficient data analysis and collection
Legal cost and risk analytics
STORE, SECURE
Efficient Storage
Store and optimize by value
Meet SLAs for structured and unstructed information access
ILG execution capability and enablement (holds, retention, disposal, collection) for data
Data hygiene and governance
RETAIN, ARCHIVE
Value-Based
Taxonomy and regulatory requirements
Business value inventory
Reliable, executable retention schedules for records and information of value
Archive during period of value only
Information cost and risk analytics
DISPOSE
Defensible Disposal
Catalog of information value and duty by asset
Legacy data clean up, application retirement
Procedures and capabilities for disposal by source
Risk and cost dashboard for information portfolio 15

16. IBM Solution Systematically Links Obligations and Value to Assets to Address Root Cause, Lower Cost and Risk
Information
Department
Systems
Matter
Hold
Laws & Regs
Retention Schedule
DUTY
VALUE
ASSET
LEGAL
BUSINESS IT
RECORDS
Modernize eDiscovery Process
Precise, reliable legal holds
Assess evidence in place, collect less
Lower legal risk, cost
State Information Value
Guidance on information utility
Participate in volume reduction
Align around value
Optimize Information Volume
Dispose and retire unnecessary data
Optimize storage based on value
Lower information cost
Modernize Retention Process
Address electronic information
Executable schedules can be automated 16

17. IBM’s ILG Solution Links Records, Legal, the Business and IT to Enable Defensible Disposal
Instrumentation and Execution
Capabilities by Stakeholder
RIM/Business - Records and Retention Management
Legal - Rigorous eDiscovery
Business/IT Value-Based Archiving
IT - Governance and Disposal

18. Summary – Information Economics Drive ILG Programs
Defensible Disposal-Driven Cost and Risk Reduction Opportunity
Costs and Risks of ‘Keep Everything’ 18

19. IBM Has Strong Strategy and Clear Execution Path to Achieve the Risk and Cost Reduction Opportunities
Policy and Process Integration Across Information Stakeholders Enables Disposal, Lowers Cost and Risk
Strategy and Execution Drive Business Outcomes with Structure, Defined Processes, Metrics, Capacity & Accountability
Governance Program Driving Savings and Risk Metrics
Charter, directive and accountability for enterprise program. Savings achievement cadence and reporting.
Program Office to Coordinate Stakeholders, Drive Benefit Achievement
Ensures cross-silo engagement and progress toward maturity targets and financial objectives, change management
Technology Provides Capacity to Improve and Integrate Processes, Consistently and Defensibly Dispose, Decommission
Automates processes, ensures transparency, provides capacity. Accelerated deployment to drive faster save.
Reclamation Removes Excess Storage, Infrastructure
Savings-prioritized reclamation and recovery of infrastructure to drive P&L benefit
STRATEGY
EXECUTION
>$300M enterprise value created over 3 years with lower legal and IT costs, reduced risk

20. Only IBM Provides Rigorous Compliance, Value-Based Archiving & Defensible Disposal Strategy, Software & Services 20

21. Learn More & Join the Conversation Compliance, Governance and Oversight Council
Join the CGOC!
Forum of over 1600 corporate legal, IT, records and information management professionals. CGOC conducts primary research, has dedicated working groups on challenging topics, and hosts meetings throughout the U.S. and Europe where practice leaders convene to discuss discovery, retention, privacy and governance.
Mission: To provide executives the opportunity to benchmark and exchange case studies; its practice groups focus on discreet areas in preservation, retention, and information governance to deliver work products that help our members best approach the challenges in maintaining best-in-class programs.
Online and in person events
Regional and International summits
Published materials

22. Additional Sessions Improving Information Economics with Information
Lifecycle Governance
Information Governance Programs - launching a high-impact defensible disposal program in your enterprise
Modernizing eDiscovery and Hold Process - Reduce risks, increase transparency
Modernizing Retention Program - Express Information Value
Value-Based Archiving and Defensible Disposal - Dispose rather than store unnecessary data