Next Pathway //
May 19, 2020
Next Pathway //
June 25, 2020
Recently named by The Globe and Mail as Canada’s hottest cloud start-up company, Next Pathway automates the end-to-end challenges our customers experience when migrating applications to the cloud
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When a company has dated or ineffective Governance Policies, it is a recipe for many unnecessary challenges that this company will undoubtedly face. Without modern and effective governance policies and procedures in place, organizations are burnt with ad hoc and unclear processes, poor data quality, increasing vulnerability to data theft and security issues. This increases the likelihood of regulatory violations, and, of course, leads toward skyrocketing information management, litigation, and remediation costs. In today’s marketplace, data and the knowledge it brings are gold. From artificial intelligence, machine learning systems, and predictive analytics, companies and organizations can now make a business forward strategy that can change the way products are marketed and customers are acquired; however, without effective and modern regulatory requirements and practices in place, these insights can be undercut.
When it comes to managing an effective
information governance program, here are three key concepts to keep in mind:
When it comes to choosing the individual, who
will act as the figurative lead of this information governance team, they need
to have the “authority” to ensure that the findings and structures generated by
the team are all encompassing within the company. Many times, these programs
are developed in a siloed department with a manager whose “title” only carries
as far the third cubicle down the aisle. They aren’t on that “shot callers”
email group and aren’t a default member in the meetings those emails lead to.
Rather, their reports are forwarded, skimmed, and lightly summarized in those
meetings. Thus, the management of the information governance team needs to have
the type of role within the organization where they are in constant contact
with a wide variety of team leaders from across multiple fields within the organization.
The information governance steering committee
should be formed with a prescribed set of goals in mind. Rather than looking to
train people to serve a purpose on the committee, the team should be formed
around people who already demonstrate these skills within the workplace. This
relates back to having the leader of the team have the type of organizational
role that exposes them to employees from a variety of departments and the
authority to pull them into this team fold.
Often in the world of business everything gets
turned into a problem/objective that needs to be accomplished and is seen as
having a definitive endpoint. When it comes to information governance, it’s
important to phrase the framework of both the committee as well as how it is
pitched to the organization that information governance is an ever evolving and
optimizable function. Thus, with keeping that ever-growing mindset at the
forefront of the team’s mission, a company never sees their process becoming
outdated and ineffective.
Lastly, in the spirit of ever-growing and ever-evolving, it’s important to remember that each of these key concepts is overlapping and work best in tandem with one another. When the right leader, with the right team, with the right message comes together, an organization can see a truly organic and dynamic change in the way its information governance program evolves and aids the company in its growth.
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