KNOW, the Magazine for Paralegals Fall/Winter 2013.2 | Page 33

remained, instead, CTO’s. I submit they are — or
should be — something different. CIO’s need to
move beyond technology myopia to become
information governance leaders and executive
partners in policy direction and enforcement.
Someone needs to take control, and CIO’s are in
an ideal position to mandate the structure, direction, resources, and accountability necessary
to achieve coherent governance of information
assets. If the prospect of tackling the legacy
problem is daunting, consider another financeinspired concept: zero-based budgeting. With
“Zero-Based Information Governance” tied to
bottom-up accountability, we have an opportunity to look forward first and stop the bleeding.
We can cost cut by slowing the growth of
information and applying a more critical
eye to Band-Aid technology requests such as
e-mail archives or yet more storage, and thereby
also achieve better alignment with long-term
business goals.
In my years of interviewing staff across a
range of industries, the most common theme
has been, “No one told me what to do, so I did
nothing.” Technology is intimidating, particularly
to non-Millennials. Think like a parent. Create an
environment where information is treated as a
valued asset. Instruct, guide, and expect good
stewardship. Be accountable.

About the Author

Deborah H. Juhnke, CRM, is
the Director of Information
Management Consulting at Husch Blackwell, LLP.

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