The single most important industry event I have yet attended; densely packed with immediately useable approaches, methodologies and best practices; staffed by passionate and supremely experienced SMEs – both within and extraneous to the discipline – providing a 360-degree view of the imminent CIGO revolution; overall a grand slam. A definite repeat for next year!
Richard Kessler, Head of Group Information Governance, UBS AG
Most organizations like the Information Governance Initiative do not publicly share the results of post-event surveys, but I work hard to be different and transparent. So, in that spirit, I am going to share results of the May 2015 CIGO Summit participant survey that just came in.
Overall, I’m really happy to see that in almost every metric we exceeded our goals. In one area we could have done better, but I knew that would be the case going in and will explain why. If you missed the CIGO Summit, check out this excellent write-up on the event.
Overall Event Satisfaction
So honored to be a part of such a diverse group of IG experts. The ability to collaborate and discuss directly with your speakers is invaluable! Leave it to the IGI to start the trend away from the power point/listen/5-minute Q&A all are accustomed to. Exactly what separates IGI/Barclay and the Gang from the impersonators. (Ok – might need to not be so harsh – I’ve been drinking)
Nearly all participants said they were very satisfied (71%) or satisfied (20%) with the event, proving that our commitment first and foremost to events that provide value to the participants is paying off. As insiders, we have seen with our own eyes that most industry events are actually designed almost exclusively for the sponsors. I believe that this serves neither the sponsors nor the participants. It is a difficult balance to strike, and it is much more work to put the participants first. For the CIGO Summit, we undertook a “by invitation only” model, which meant that I personally invited or approved each and every participant in the room. Believe me, this process is not fun and I had many painful conversations with excellent consultants and experts (personal friends in many cases) as to why they could not attend. Why? Because I wanted to make sure that the room was filled with senior, working IG practitioners. The providers in the room were a select number of excellent subject matter experts from IGI supporters who had funded the event itself. Quite frankly, without those supporters, this event would not have happened. We simply cannot charge attendees enough to cover the costs, much less pay ourselves (see below for more details).
This process was the right process for this event, given its focus and goals. It is not the right, or even necessary, process for other events that we do. For example, our next big event, InfoGovCon15 is inexpensive ($400 or less for 2.5 days), democratic (with session voting), and open to all.
As good as these results were, I have to say it still bothers me personally that 1 person (the 3.2% below) said that they were “very dissatisfied” with the event. Why? What did we do wrong? Were you at the wrong event? If you are reading, please contact me and let me know.
Why Did People Come to the Event?
It is so important, as we all march down this new road, that we learn from each other and exchange lessons learned. I love that this forum gave me a chance to meet my peers and be educated!
Nearly 100% of participants said that the reason they attended was to “learn what others are doing to advance information governance at their organizations.” It is very rewarding to see this result because so much of what we do at the IGI is focused on connecting our members to other members. You consistently tell us things like, “please just help us understand what other organizations are doing,” a request we have worked to fulfill in multiple ways, including our Annual Report, our online community of thousands of IG practitioners, our IG Boot Camps, our soon-to-be-published Benchmarking Report, and events like CIGO Summit and InfoGovCon. The next most common answer was “to network,” a very closely related concept.
How We Did on the Details
What a great and diverse group of colleagues. The event allowed us to share our IG stories. It is so helpful knowing I’m not alone in my IG pain.
Sharon Keck, Polsinelli, PC
Events live or die based on the details, and I was happy that each aspect of our conference from the smallest detail to the highest-level theme was highly rated. (i.e., in each case, higher than 4 out of 5). For example, participants rated the speakers at 4.45, the registration process 4.6, and the individual interaction at 4.26.
Information is not an IT problem, but a business problem. The CIGO Summit provided the perfect vehicle for developing a corporate cross-functional information strategy (Marketing, E-Discovery, Compliance, IR, Business Practices investigations, etc.) that balances organizational legal and technical challenges while maintaining business critical information in a consistent and defensible manner in order to deliver critical elements to support sustainable growth. I highly recommend it to those that wish to align themselves with thought leaders in the space. Get out in front of the information conundrum (volume rich, knowledge poor) and become an advocate for change.
Tim Kaufman, UTC
Our speakers, who we chose very careful and curated to fit into the overall theme and goal of the event, were also rated very highly, with each speaker receiving a rating over 4 out of 5. A certain senior level IGI official, who hosted and facilitated the event, received the highest speaker rating (but please don’t tell him that as he is already almost unbearable).
Unlike most industry events, we folded paid, professional speakers into the program because we wanted to expose our participants to fresh, expert viewpoints that would help them grow as IG leaders. Those speakers were also rated highly (4.43 and 4.11). We also put our sponsor speakers through the wringer, asking them to encapsulate their most important messages into a 6 minute and 40 second presentation comprised of 20 slides that auto-advance every 20 seconds. Each one of our sponsor speakers (Sue Trombley, Rob Hamilton, Julie Colgan, and Trent Livingston) rose to the challenge and did a magnificent job under pressure in providing useful, targeted information for this audience, and they were highly rated as well (an average rating of 4 out of 5).
What Did Participants Like Most About the Event?
Participating in the CIGO Summit was a unique opportunity to engage with many of IG’s leading professionals. The thorough and fast-paced agenda exceeded my expectations, both from a content perspective and as a venue for the frank exchange of ideas.
Here’s what participants told us they liked most about the event:
- Seniority of delegates.
- Event size and very interactive.
- So many senior IG people in one place- there is power in numbers and an agreement on how to move forward.
- Impactful agenda. Powerful interaction. Brilliantly executed.
- The interaction with brilliant IG visionaries and practitioners.
- The care with which it was designed.
- Being able to interact with so much talent and experience.
- Being involved with people promoting an emerging field
- The professionalism with which polarized opinions could be discussed
- Incredible gathering of IG thought leaders. Great speakers, great activities.
- I learned a lot, got inspired, and met lots of smart people.
- Practical insight from practitioners, war stories, gathered a really high-quality group
- I liked the mix of people who attended and the content was excellent.
- The constant collaboration and not just a PowerPoint and a person – it was like having a conversation with your speaker.
What Did Participants Like Least About the Event?
When designing this event, I had a pretty good idea what the answer to this question would be:
- Compressed timeframe.
- I actually would have liked it to be longer.
- Intense day – very packed.
- Not enough time for topic.
- Not enough time!
- Time crunch.
- Very long intense day. Might be better over 1 1/2 days.
- Went too fast.
- That it only lasted a day.
I literally cannot think of the last time I went to an event and left thinking that it was too short. If we had to fail in some way, I’m happy to fail in this way. I absolutely acknowledge that that we tried to do too much in one day. But, we had committed to a one-day event (somewhat arbitrarily I suppose, based on the assumption that it would be easier to pull off, which now I realize is not true) a long time ago, and needed to stick with it.
So, I aggressively cut and cut until I arrived at what I though needed to be the minimum topics we needed to cover. I knew it would be intense. I knew it would be too much. But I was more comfortable making a mistake in that direction than the other, which I could not bear: i.e., empty, fluffy, retread content full of the same old platitudes squeezed between hour-long “networking breaks.”
Let’s talk about some of the other things that people did not like:
- “Having vendors there.”
The market simply does not enable us to host an event like this, with people of this level of seniority, in an accessible major city, with the expected level of fit and finish, without sponsors. Without sponsors, the ticket price of this event just to allow us to break even on the hard costs would have been over $2500, which seems like a lot for a one-day event that does not result in some kind of certification or specific set of marketable skills, or at least promise to change your life forever. If we actually wanted to make money, and cover the thousands of hours of planning and execution time an event like this takes, we would have to charge much more.
Or, we can ask for the support of the providers in our IGI community, which we did. But, we did it in a very considered way. Our sponsors were allowed to send 1 or 2 people (depending on sponsor level) to the event, and not sales and marketing people. They needed to be senior IG subject matter experts who could contribute to the discussion. And that is what we did – we had several of the most recognized provider SMEs in the room who added great value to the discussion.
Also, there is a very clear and obvious reason to “have vendors in the room.” Quite simply, the problem of IG cannot be solved without technology. In my view, information about what technology is available and what it can to is just as valuable as information about experiences, successes, techniques, and tips. At the IGI our mission it to promote IG as far and wide as we can, and that includes promoting awareness of what is possible with technology currently available on the market.
Now the obvious question: why don’t we just do the event at a less expensive location, and let participants pay a lower rate, but one that would cover both the hard and soft costs? Well, if anyone has any ideas on how we attract and satisfy a room of CxO, SVP, VP, and Director-level attendees who already have too much on their plates to an event, venue and location that costs less than half of what a typical venue costs, please call me immediately at 646 450 4468. That being said, the hotel conference business is not a pleasant one, and we are looking at alternative venues and approaches that can both reduce costs and increase attendee value.
Would People Attend Again?
Hard numbers and soft skills: Great case studies, roadmaps and networking toward elevating the information governance stewardship. Thank you.
84% of people who attended said it was very likely (52%) or likely (32%) that they would attend this event again next year. We will do this event again, and evolve it each time, many more times. The focus of this first event was to introduce the concept of the CIGO, and to build a Playbook that aspiring CIGOs and other in that ecosystem could use to explain the role and help build the case for it (look for the first edition of the Playbook in July). We will continue to provide education, networking, and community around the topic of IG leadership. We got the ball rolling with this event and will continue as a core part of our mission.
Thank you to everyone who attended and to everyone who made this event a success. If you want to participate in or support our next CIGO Summit, please let me know.
Here’s the Christmas Story That The North Pole Does Not Want You to Read!
No Reason to Rejoice – Information Governance Scrooge Ups Widely Believed to Freeze North Pole Operations
A North Pole Business Insider Exclusive
the npbi snapshot™
- Christmas 2014 cancelled
- Big Data & information governance woes to blame
- Belief in Santa at all-time low
- Avalanche of mismanaged data reported
- Key accounts frozen by hacking attacks at critical manufacturing facilities
- Elvin workforce in open revolt
North Pole Business Insider has exclusively learned that United Christmas Consolidated Corporation (UCCC) has scheduled an emergency press conference for December 24th where it is expected to announce that Christmas 2014 is cancelled.
The shocking announcement is expected to receive a frosty reception from families and retailers alike, although some harried shoppers we spoke to this morning reported experiencing an astonishing sense of relief and deep well-being upon hearing the news.
According to internal documents obtained by NPBI, the cancellation is a result of “wholesale failure of manufacturing and logistics systems as a result of unforeseen exigencies in our Big Data 2020 program.”
Our attempts to speak directly with beleaguered UCCC CEO, Santa, have been unsuccessful.
However, company insiders have revealed exclusively to NPBI that their efforts to become a “data-driven” institution have largely failed, bringing Christmas 2014 to an unceremonious end.
Rumors of large-scale hacking attacks in the company’s frozen data lake have also plagued the company. Executives from The Halloween Industrial Concern, Valentines Conglomerated, Thanksgiving Partners LLC, and other proto-nation-states have been angered by the continuing encroachment of UCCC. In particular, The Halloween Industrial Concern vehemently protested the upcoming distribution by UCCC of a gift depicting a pumpkin head exploding.
It is widely suspected that UCCC email messages recently provided to the media were stolen by disgruntled Christmas crackers working for Halloween. These communications shockingly revealed UCCC executives to be completely normal and flawed people rather than the fictional heroes portrayed by the toys the company manufactures and distributes.
As widely suspected by parents worldwide, internal company documents provided to NPBI reveal that the failed 2013 big data and information governance program resulted in bad children receiving 10,000 Instagram followers and a YouTube production deal, and good children receiving coal. As previously reported – exclusively by NPBI – both the coal lobby and environmental groups have surprisingly found common cause in battling the coal program, which UCCC continued to defend on the basis of “tradition and nostalgia for a time that never really existed.”
This has been a troubled year for the company, with global turmoil arising from its “Disruptortation” division that uses a network of mobile device-enabled contract delivery drivers to replace incumbent government-supported systems. As we reported in October, a senior manager of the Disruptortation division threatened to permanently put one of our reporters who has been fiercely critical of the company on the permanent naughty list. The reporter and her family have been forced to move every few days, to ensure that UCCC will not be able to track her and deliver the rancid egg nog and fetid mincemeat pies that those on the list famously receive.
In a recent AMA (Ask Me Anything) on Reddit, an anonymous member of the UCCC logistics team fought back against accusations that “these supposed IG failures” were in fact a ploy to “extort the world” by “holding the holidays hostage” in hopes of influencing ongoing wage negotiations. The Elvin manager also fielded several questions regarding her stature, skin color, mating habits, and views on the people who were “truly behind” a decade-old terrorist attack on one of the North Pole’s most famous manufacturing towers. A coordinated group of commenters frequently disrupted the AMA by claiming that female elves should not be in the game and toy manufacturing business at all.
Insiders tell NPBI that the company’s information governance program has been chilled by executive jockeying and political resistance. Santa himself has been described as outwardly supportive but bureaucratically resistant, ensuring that the program moves at a glacial pace. Insiders say dreams of “big data sugar plums” have been iced by “almost complete ignorance” of legal, compliance and risk issues, immature corporate governance programs, and outdated technologies.
Reached for comment, Eöl the 117th, Chief Data Officer at UCCC, said, “Big Data allows us to move past the dark days of gut-based decision making and into the era of clear-eyed, data-driven rationality.” When pressed on how he decides which data to include in UCCC’s analytics programs or how he determines that its algorithmic outputs are reliable, Mr. Eöl responded, “Intuition and years of experience.”
In addition, the company’s ill-fated Christmas 2013 initiative to install self-destructing RFID sensors in every gift delivered worldwide resulted in an avalanche of contradictory and confusing data that the firm was ill prepared to tackle. Insiders say that it was never clear if the company had the legal right to collect the data and to transfer it to the North Pole – a legal jurisdiction that does not align with tougher privacy protections found in many jurisdictions, including the European Union.
Critics of the program pointed out that it was also unclear what the company intended to do with the data.
Company spokesman Aegnor, son of Finarfin, claims such data is only used to “to serve our community better, by bringing joy and love to the world.”
Critics do not mince words about UCCC’s well-known motto, “We Put Evil on a Toboggan and Push it to the South Pole,” dismissing the claim as a hoary chestnut.
While UCCC will not confirm reports of a full-scale elf rebellion and attempted coup d’état, Mr. Aegnor did allow that workforce productivity been negatively affected by the company’s efforts to transform itself.
Several of UCCC’s contract workers have been injured in ongoing civil strife over the future of its data center operations. Older manufacturing workers in the Western sector, rallying behind their apparent leader, See Eye Oh, are fiercely opposed to moving core systems to the cloud. The Eastern sector, populated by a younger and more hirsute demographic and dominated by artisanal egg nog shops and Whitmanesque locavore hotspots serving grass-fed reindeer and organic heirloom lingonberries, favors a transition to systems focused on mobility, access, and collaboration.
Mediators from UCCC’s legal department have held high-level talks between the two factions with little progress.
@2014 North Pole Business Insider, not a real thing and certainly not a division of Barclay T. Blair LLC.
Just published, over on LinkedIn, an exclusive mine case study about how Rio Tinto, one of the world’s largest mining companies, is using Active Navigation to remediate over a petabyte of unstructured content (over a billion files) that’s spread out over 5 continents. So far they have found that at least 40% of it can be thrown away or archived. However, the most interesting part of the story is the deal structure. Rio Tinto and Active Navigation designed a shared risk/reward approach where the vendor only gets paid when it delivers. The money flows when the vendor identifies content that can be deleted or archived to Amazon Web Services. But, it also gets paid when it identifies the good stuff – the content that has true value to the business. In other words, Active Navigation is compensated for generating customer value, whether that value comes from identifying chaff or identifying wheat.
On August 11, 2014, the Information Governance Initiative (IGI) released its Annual Report 2014: Information Governance Goes to Work, a comprehensive analysis of the information governance (IG) industry. The report offers a definition of IG and its core concepts, discusses the projects organizations are undertaking and the products and services they are buying, looks at predictions for the state of IG, and provides practical tools and insights for IG practitioners. The IGI Annual Report 2014 and related infographics are available for download now at: www.iginitiative.com/community (registration required).
Below is a roundup of coverage of the Annual Report following its release:
Monica Bay | August 11, 2014
“The Information Governance Initiative, which launched in February, has released its first annual report, announced Executive Director Barclay Blair, who also is president of consulting company ViaLumina.” Read More.
Robert Smallwood | August 11, 2014
“The first annual report from the Information Governance Initiative on the state of the information governance (IG) industry was released today. ‘2014 IGI Annual Report: Information Governance Goes to Work’ is chocked full of distilled insights based on a wide-ranging survey of IG practitioners, providers, and analysts. In it, IG comes into focus and we are provided some additional clarity on what IG is, where it is being implemented, who is responsible, how IG programs are justified, and more. You can find it here, after registering on the site: http://iginitiative.com/blog/.” Read More.
Robert Smallwood | August 12, 2014
“The report advocates the creation of a new, inter-disciplinary role: the Chief Information Governance Officer (CIGO), a viewpoint also recommended by the Sedona Conference in 2013. Some IG programs are being run by practitioners who are effectively taking on the role of the CIGO, but under a different title, and the researchers state that some organizations are actively creating the CIGO role and job description.
For CIOs who have hit the career ceiling, your next step up may be CIGO. Not just expert in IT, but privacy-savvy, security-savvy, legal-savvy, records management-savvy, and business-savvy. Solidify your credentials, get more security, privacy, e-discovery, and IG training, then groom your successor and lobby your CEO for this new role as CIGO.” Read More.
Tamir Sigal, | August 13, 2014
“If you live and breathe information governance, chances are you heard about the IGI (Information governance Initiative). Simply put, the IGI is a think tank and consortium on advancing information governance in the market and within organizations.” Read More.
Chris Dale | August 13, 2014
“Its purpose is to encourage and support those who are responsible for the multiple components which make up IG with well-sourced statistics and analysis, a definition of IG, and practical help towards selling the subject to the board, promoting awareness and designing and executing IG strategy within a company.” Read More.
Ben Dipietro | August 15, 2014
”Information Responsibility: Twenty-eight percent of organizations surveyed said they delegate their information governance accountability to one person, according to a report from information governance services firm Viewpointe and the Information Governance Initiative.” Read More.
Laurence Hart | August 15, 2014
“Read the report. Realize that nobody has Information Governance conquered yet. Get smart people with open minds to help you on your journey because things are going to change a lot before you are finished.” Read More.
Nick Inglis | August 15,2014
“On August 11, 2014, InfoGovCon Partner, the Information Governance Initiative, announced the release of its 2014 Annual Report: Information Governance Goes to Work. The comprehensive report on the information governance industry, among other things, puts forward a definition for IG, reports on research data collected about the state of the IG market, and provides practitioners practical tools and insights relevant to putting IG into practice.” Read more.
Geoff Bourgeois | August 18, 2014
“The Information Governance Initiative (IGI) published their 2014 annual report on information governance (IG) “Information Governance Goes to Work” – the first comprehensive analysis of the information governance industry.
The report is chock-full of great insights including a definitive explanation of what IG actually is: IG is the activities and technologies that organizations employ to maximize the value of their information while minimizing associated risks and costs. In our experience, one of the biggest problems many organizations experience in trying to start an IG initiative is trying to explain to management what IG really is and how it can benefit the organization.” Read More.
Nick Inglis | August 18, 2014
“Information governance, as an industry, has been maturing and coming to the forefront at many leading organizations. I’ve had the opportunity to see much of this maturation at various organizations firsthand. We’ve seen the Information Governance Initiative form and release a new definition of information governance. I’ve been a part of the formation of a major conference around the topic. We’ve seen the topic move to the top of discussions at both ARMA, AIIM, AHIMA and other leading industry associations.” Read More.
Robert Cruz | August 19, 2014
“Semantics aside, we seem to be over-complicating the business case question. Sure, gaining executive sponsorship, aligning multiple functional stakeholders, and selecting the appropriate technologies are not trivial tasks. But, as noted in the Information Governance Initiative (IGI) Annual Report, 92% of surveyed organizations see “value and risk as equal partners” in InfoGov projects, and 68% indicated that establishing a clear, quantifiable metric is essential to their organization.” Read More.
Jennifer Zaino |August 19, 2014
“This month saw the release of the Information Governance Initiative’s Annual Report for 2014, a study aiming to report the perceptions of information governance practitioners, providers and analysts as well as advance information governance as a concept, market and operational model.” Read More.
David Brown|August 19, 2014
“The Information Governance Initiative (IGI) released its 2014 Annual Report last week, which was billed as the industry’s first ever comprehensive analysis of the Information Governance (IG) industry. While not all information contained therein is aligned with the way HP views Information Governance, this body of work still represents a significant step forward in removing some ambiguity and providing the market with some clear direction and best practices.” Read More.
Nick Patience | August 21, 2014
“Information governance is real, but projects are taking too long to get going and need better C-level support. They are some of the findings of the inaugural report of the Information Governance Initiative – the launch of which we have covered previously. Those findings may not strike you as revelatory, but now we have some clues as to why. The report is based on interviews with senior IG practitioners and a survey of practitioners, providers and analysts.” Read More.
August 25, 2014
“The following is a summary of a webcast in which Barclay T. Blair, Founder and Executive Director of the Information Governance Initiative (IGI) and President of the consulting firm Via Lumina, presents the results of IGI’s 2014 survey (see link below). An internationally recognized expert on information governance, Barclay is an advisor to Fortune 500 companies and software and hardware vendors. He is the award-winning author of several volumes, including Information Nation: Seven Keys to Information Management Compliance; Information Nation Warrior; and Privacy Nation.” Read More.
August 25, 2014
“Information Governance Initiative (IGI) has released its 2014 Annual Report, which was billed as the industry’s first ever comprehensive analysis of the Information Governance (“IG”) Industry. Download the report to learn some best practices for your organization to be prepared and take advantage of the growing IG market.” Read More.
Rachel Teisch | August 27, 2014
“This report is particularly relevant to clients. It rises above the ‘noise’ in the industry surrounding information governance, providing on-the-ground insight into what is occurring right now within many organizations, practical guidance based on real-life experience, and a peek into what the not-so-distant future holds for many corporations.” Read More.