Building a law firm information governance organization

Law firm information governance (IG) requires the engagement of multiple stakeholders who work together with the support of management to provide the talent, knowledge, skillset and unified purpose necessary to achieve the firm's goals. This group is referred to as a law firm information governance organization (IGO).

The IGO usually begins with one person

When trying to start a law firm IGO, a single individual will often work to convince executives that creating an IG program and culture is vital to the firm's long-term risk and cost-management strategies, which are centered on the management of information assets. These individuals are typically information management professionals from the technology or records management department.

As the firm's management becomes increasingly aware of the benefits of creating an IG program, it can start to tie IG to its longer-term strategic goals and invite additional stakeholders to get on board. Thus, the changes in the size and composition of the IGO reflects the development of management's strategic understanding of IG.

Culture change

The IGO's primary goal and biggest challenge should be to change its process without overwhelming employees. As such, law firm leaders should consider the firm's unique culture and how much authority the IGO has to drive and sustain this level of organizational change. To make the transition as smooth as possible, these leaders should provide their personnel with a detailed explanation as to why creating an IG program will benefit their organization.

The firm's size, existing organizational structure and ability to provide resources will affect its overall success in adopting an IG program. Smaller firms may be able to achieve change in a more nimble fashion, even if they do not have the financial ability to invest in sophisticated systems or high compensation for IG leaders. On the other hand, larger firms may have more complex and immediate information management needs, which can require a more resolute path forward.

Geographic considerations

A firm's geographic footprint has specific implications for its IG program. For instance, a firm that only operates within the United States will have fewer compliance obligations than one that has offices in other countries. Additionally, the IGO must take into account the cultural differences in international offices that will affect IG implementation. Firms that operate internationally are advised to involve stakeholders from a variety of countries in the efforts of implementing an IGO. (For a deeper dive into international IG issues, see this report: Global Information Governance Considerations for Law Firms Task Force Report.)

Retention and destruction schedules: why you need both

Generally speaking, law firms are very good at following retention schedules but not so good at following destruction schedules. Attorneys especially tend to have an almost spiritual attachment to their past case files and will do almost anything to ensure they retain them — forever.

IG responsibilities of a law firm information governance organization

The primary objective for a law firm IGO is to develop the organization's IG strategy. This strategy should be centered on the firm's short- and long-term information management goals, including those related to supporting policies, process creation or change, employee training, education and internal marketing, all of which are required for effective culture change. The overall strategy should include the tactical consideration of budget creation and tracking, a program road map, an estimated timeline and measures of success.

IG is a mechanism law firm executives can leverage to achieve important business goals. Firms that wish to implement an IG program should establish a group of knowledgeable stakeholders from a cross-section of their organization to evaluate their information management needs, identify specific strategies and initiate the new program.

For a more detailed discussion of these issues, refer to the Information Governance as a Management Strategy Task Force Report.