ARMA Chicago

Ever evolving and changing –

that’s our culture, and that’s

the field of Information Man-

agement. What’s ahead for

Records and Information

managers? Wandering

through my personal word

cloud generated by the ses-

sions I attended at the ARMA

conference, these jumped

out: Information Security,

Privacy, Big Data, BYOD,

GDPR, Blockchain. What

connected all these concepts

though was the over-arching

concept of Information Gov-

ernance. What are the rules

and business processes

around the way information

generated, collected, used,

protected, audited, and dis-

posed? What are the legal

and regulatory aspects of

information we manage?

At the ARMA International

Conference in San Antonio,

attending sessions and chat-

ting with vendors, I’d like to

spotlight a few topics and

issues that you may encoun-

ter, if you haven’t already:

Privacy and Security-- New

Privacy Regulations

A heightened emphasis on

information security every-

where, due to the almost reg-

ular data breaches and leaks

in the news. And a new con-

sciousness that disposing of

data no longer needed may

be a very good way to prevent

some embarrassing data

breaches. This gives Records

Managers a chance to sit at

the table – we are the ones

who have experience in the

regulations, policies, and pro-

cesses around disposing of

records and information.

The recent General Data Pro-

tection Regulations (GDPR)

out of the European Union are

a game-changer. Effective

early 2018, there will be strict

regulations around the han-

dling, cross border transfer,

and disposal of personal data.

It applies to any organization

that sells goods or services to

European customers, and

collects customer data, (even

names and email addresses)

or any organization that em-

ploys Europeans, and collects

their HR data. That covers

the majority of organizations

in our chapter. Companies

face legal action and the po-

tential of heavy fines for not

doing it right. One thing that’s

new in the GDPR is the em-

phasis on disposing of data

that has served its original

purpose, and this is where

Records Managers can help.

We are not afraid to dispose

of information – with the

proper governance, of course!

Technology-- Big Data, Block-

Chain, BYOD

The concept of “big data”

continues to be discussed –

are Data Analysts our enemy

or ally? Do data folks really

want to keep everything, on

the grounds that they might

need it for analysis later, or

do they need Records Manag-

ers’ help to get rid of ROT

(Redundant, Outdated, Trivial)

data in order to focus their

analyst energies on what’s

really important? It varies by

industry and organization, but

the jury is still out on this one.

One idea that’s clear though –

if you are creating a Data

Lake, you better make darn

sure there is no personally

identifiable information.

BYOD (Bring Your Own Device)

A fascinating session on how

companies are managing the

information on personal or

firm-issued smartphones and

other devices that are used by

their employees. There are

many different approaches to

this, and many ways security

can be compromised on those

little supercomputers we carry

around in our hands every

day.

Blockchain – there was one

session on this, and I’m not

sure I totally understand it,

but I’m mentioning here be-

cause such a new topic.

Blockchain, to use non-

techology terms to describe a

technology, is basically a pub-

lic ledger that is permanent.

Once an entry is made, for

example a financial transac-

tion like a payment, or terms

of a contract, it cannot be

altered. It is unclear how ex-

actly this might impact our

industries or jobs (more com-

monly used in the financial

industry) but an information

manager can spot right away

the implications of this for

business transactions where

maintaining the integrity of

data or declaring information

a records is important. This

is a technology to keep an eye

on.

Here at the ARMA Chicago

chapter we strive to provide

our members with education

on a variety of topics -- be-

cause you never know what

will be next in your own ca-

reer. Regardless of the cur-

Volume 1 , Issue 3

W H AT ’S N E X T ?

October 2016

Special points of inter-

est:

CRM Prep Workshop High-

lights

A Look at File Analysis, Clas-

sification and Remediation

Technologies

Innovative Ideas for Making

IG Happen

Meet your Membership

Committee

I N S I D E T H I S I S S U E :

CRM Workshop Highlights

3

In Memorium 3

Inside the Boardroom 5

Recap of September 5

Innovative Ideas 12

Mark your Calendars 15

Area Meetings 16

Membership 16

IN THE LOOP

current focus of your job, it pays to have some idea of the trends and technologies shaping our world. The programs we offer this year focus

on the ideas important to our work – security, privacy, technology, big data, and retention. We always welcome feedback on programs and

education. Help us help you, by letting us know what you want to know more about, as we all navigate the ever changing world of records

and information management.

Laurie Gingrich, CRM

laurie.gingrich@pwc.com

Page 2

WH AT ’S NE X T? CO NT IN U ED F ROM P R E V IO U S PAG E

Volume 1 , Issue 3

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In The Loop Page 3

ARMA CHIC AG O SP O NSO R S C RM P R EP WORKSH OP

On Saturday, September 17, our chapter

held its first full-day CRM exam preparation

workshop. The goal of the workshop was to

prepare candidates for the six-part test by

identifying the core subject matter to study

for each part, and reviewing relevant re-

sources to ensure attendees develop a suc-

cessful test-taking strategy.

The workshop was led by three chapter

members who have obtained their CRM certi-

fication – Joseph Suster (NARA), Jean Ciura,

Ph.D. (JMCIMC, LTD) and Mary Ann Rean-

deau (Willis Towers Watson). Eleven at-

tendees took part, reviewing exam content

and answering sample questions. The pre-

senters shared their own experiences taking

the exam and working in the field.

All in all, it was a very productive day with

positive feedback from participants. A huge

thank you to Barbara Dalton and McDermott

Will & Emery for hosting the event.

Future sessions will be planned after the new

year. Stay tuned!

In Memorium

Judy Pier, CRM

In her honor, a donation will be made to the

American Cancer Society, and the Chapter is

setting up a memorial page on the ARMA

International Educational Foundation web-

site.

Judy Pier, CRM, a colleague and friend,

passed away on August 20, 2016. Judy was

President of the Chicago Chapter during 200-

2001. Judy worked on several committees

and was one of our most energetic Presi-

dents, leading the Chapter in winning the

coveted Chapter of the Year award from AR-

MA International in 2001. She, with her hus-

band Wayne, was founder and co-owner of

Windy City Records Management, a records

management consulting and service provider

in Chicago. We saw Judy and Wayne often at

chapter events and at Conference, enjoying

educational and networking events with their

friends. Judy was charming, friendly and gen-

uinely kindhearted. She will be missed by all

who knew her and especially by her friends.

In The Loop Page 4

The 2017 chapter year has

just begun and the Board has

already met several times,

both in person and via tele-

conference. We have been

busy! President Laurie Gin-

grich established four goals

for the chapter to strive for

this year: promote excellence

in records management; in-

crease meeting attendance;

increase local membership;

and increase member involve-

ment in chapter operations,

especially among new and

mid-career members.

In September, arrangements

for the now completed

(September 17) and success-

ful CRM examination prepara-

tion session were finalized

under the leadership of the

Education Committee Chair-

person, Jean Ciura. Other

matters that have been decid-

ed by the Board recently in-

clude confirmation of a holi-

day social event for member-

ship in early December (date,

time, and location to be deter-

mined), the selection of

Ronald McDonald House as

the chapter’s 2017 communi-

ty service beneficiary, and the

determination that the 2017

Spring Seminar will be sched-

uled earlier this year, likely

during March. There will also

be more chapter meetings

occurring earlier in the day

featuring breakfast, rather

than lunch, this year.

Members should be pleased

to know that the chapter’s

2017 budget is on firm finan-

cial footing, though another of

the Board’s goals this year is

to reinvigorate efforts to solic-

it more vendor sponsorship of

its various educational and

networking initiatives. In the

next edition of the newsletter,

we will update you on the

substance of Board meetings

held during October and No-

vember. Please remember

that such meetings are open

to all chapter members and

that your ideas and sugges-

tions regarding any aspect of

our chapter’s mission or oper-

ation are always welcome and

appreciated.

Joseph Suster, CRM

2016-2017 Board Secretary

Page 5

INSIDE THE BOARDROOM

Volume 1 , Issue 3

SEPTEMBER MEETING PICTURES

Pictured above: Guest speaker, Jim Just, with Chicago

President, Laurie Gingrich, CRM. Mr. Just’s presenta-

tion was entitled, “Classification Schemes, Taxono-my and Remediating Shared Drives

Pictured above: At the September meeting, guest speaker, Jim Just,

discusses the intricacies of shared drive mediation.

In The Loop

Shared drive remediation is a crucial activity for effective information governance (IG). IG helps to lower risks and costs by significantly

reducing data volumes and providing accessibility and structure to unstructured data. Today’s discussion focuses on technologies availa-

ble to help with the remediation and migration process. These products fall under the technology category of file analysis, classification

and remediation (FACR). Some products go beyond FACR to include e-discovery, legal hold notification and archiving.

Classification is a key requirement for effective IG and FACR—unstructured content, once classified, becomes structured and, therefore,

findable, useable and manageable throughout its life cycle. Structuring shared drives using classification will move the organization a long

way toward IG, but the use of content management systems, including properly deployed SharePoint, brings the greatest degree of opera-

tional effectiveness and life cycle control to achieve formal enterprise IG.

The goal of shared drive remediation is to migrate clean content to a system or standard classification so that it can be found, used and

managed through its life cycle. FACR solutions are many and varied; the kinds of content, the ultimate outcomes desired, volume of con-

tent and cost will help determine the options available to your organization.

FACR systems have varying capabilities:

Metadata analysis looks only at the file system (and/or SharePoint) metadata (properties)

Text analytics further refines categorization of content and also targets personally identifiable information (PII) and identifies high-

value content

Image analysis groups like-images using graphical pattern matching; it does not require optical character recognition (OCR)

Archive solutions perform the above analytics but also ingest target content into their repository for ongoing classification, analysis,

discovery, hold and disposition

Some solutions are tightly integrated with SharePoint information architecture for bi-directional updates of taxonomies and metadata

Some solutions offer e-discovery, email migration and classification term-extraction

To some degree, the solution capabilities beyond pure FACR are indicative of the product origin—products that started out as e-discovery

solutions have strong capabilities in that area. Others originated as FACR solutions and excel at grouping, remediating and migrating con-

tent. Still others originated as archiving solutions and have expanded to encompass FACR and e-discovery capabilities. This article focuses

on FACR, but there are many resources for e-discovery solutions through LegalTech and other organizations.

While manual analysis or Excel spreadsheets can be useful for a high-level analysis of content, acting on content is a much greater chal-

lenge without a FACR solution. There are five main purposes for FACR solutions:

1. Discover and cleanse content

Analyze content, group within classification schemes, remediate redundant, outdated or trivial (ROT) content and purge or quarantine con-

tent. This task can be completed across very high volumes of content and across multiple repositories for broad normalization of content.

In addition, workflow is used for human identification of groups of content that cannot be automatically classified. Most FACR solutions

Page 6

A L O O K AT F I L E A N A LY S I S , C L A S S I F I C AT I O N A N D R E M E D I AT I O N T E C H N O L O G I E S

use artificial intelligence (AI) to constantly improve classification accuracy; others require "document corpus" to train the engine concepts for

recognition. Extracted metadata can be rationalized and validated.

Another valuable analysis task identifies migration issues dependent on the target system; for example, file names or document types not

supported by SharePoint, encrypted files, password protected files, undocumented file extensions, etc. These anomalies can be queued in

workflow for review or quarantined prior to initiating migration activities.

2. Identify sensitive data or business-critical data

Products, which leverage text analytics, use regular expressions (regex) to find social security numbers, credit card numbers and other PII or

to locate tags that are critical for a business, such as contracts, intellectual property, etc.

3. Migration of content

Once you have clean, classified content, it can be migrated, using business rules and considering IG policies, to a new, properly classified

shared drive, an enterprise content management (ECM) solution, SharePoint or another repository. Content that is questionable can be

queued in workflow for human analysis, and content with sensitive data can be migrated to quarantine, waiting for further analysis and ac-

tion.

4. Content rationalization

Now that content is clean, categorized and has validated metadata, it can be further analyzed to extract business data or be reorganized to

meet business needs (mergers and acquisitions, divestiture, discovery, etc.).

5. Ongoing governance

It is critical to monitor and maintain IG rules going forward to avoid facing the same mess a year or two down the road. FACR systems offer

various ways of automating classification tasks or monitoring repositories for compliance with the new taxonomies.

Following are examples of a FACR system user interface and analysis output, compliments of Active Navigation, Inc.

Page 7 Volume 1 , Issue 3

This example screen shows a snapshot of the targeted content across a variety

of business rules and parameters.

In The Loop

Page 8

In this example, file extensions are grouped into common type grouping. A typical number of file extensions found

(2,000 to 4,000) is overwhelming, so content is categorized by type, providing context to users to understand the

kinds of records that exist.

This screen shows typical setup of regular definitions used to analyze either metadata or text. All vendors use regular

expression analysis to identify data important for the target content.

Page 9

A LOOK AT F I L E ANALYSI S (CO NTI N U ED )

Volume 1 , Issue 3

Graphical representation of analysis results provides the analyst with immediate feedback on data or migration issues, content

anomalies and volume.

A useful analysis, this report shows file volume by file size.

In The Loop

It has no doubt become obvious that there are many consideration when cleaning up content and migrating it. FACR tools, fortunately,

formalize and automate the application of most business rules and IG policies. They manage content anomaly work processes to effect

proper content groupings within a formal classification structure.

For more information on FACR issues, efficient information organization, information governance, life cycle management and ongoing

control, visit www.imergeconsult.com.

“This article was originally published on DOCUMENT Strategy Media. Please visit here for the original post.”

http://documentmedia.com/article-2360-A-Look-at-File-Analysis-Classification-and-Remediation-Technologies.html

Jim Just is a partner with IMERGE Consulting, Inc., with over 20 years of experience in business process redesign, document manage-

ment technologies, business process management and records and information management. Contact him at

james.just@imergeconsult.com or follow him on Twitter @jamesjust10.

Page 10

This final example graphs the volume of duplication—a highly valuable way to “sell” the need to remediate shared drives. In our client inter-

views, “version confusion” is one of the most common complaints.

In The Loop Page 11

The benefits of information govern-

ance (IG) are now acknowledged

by most industries, and most agree

that records and information man-

agement (RIM) is not a synonym

for IG but rather a component of

IG, alongside compliance, e-

discovery, privacy, and security.

That said, IG program adoption in

organizations of all sizes is lagging.

The degree to which they embrace

IG varies widely; many adopt only

components of the IG framework in

organizational silos, which under-

mines their organizations’ ability to

effectively mitigate risk, cut costs,

and leverage the value of infor-

mation. While it is ideal to have an

IG council and/or chief information

governance officer to help ensure

enterprise-wide IG program imple-

mentation, the chance for those

positions being established is slim

when there is a lack of understand-

ing, sponsorship, or resources. It is

important for RIM professionals

facing these obstacles to help their

organizations institute the compo-

nents of IG in the best way they

can.

RIM Must Take the Lead

To make further progress, RIM

professionals must work strategi-

cally to raise awareness of the

importance and value of a compre-

hensive IG strategy. This is made

apparent by Iron Mountain’s 2015

research “Overcoming the Discon-

nect; Establishing Shared Ground

between Records Managers and

Business Leaders,” which indi-

cates 83% of European and 70%

of North American employers don’t

know what RIM professionals do.

In return, more than half of those

RIM professionals surveyed admit-

ted they are not sure what their

senior leaders or other functions

across the enterprise expect of

them.

Align IG with Business Goals

First and foremost, RIM profession-

als must understand their orga

nization’s business goals. In almost

every publically traded and private

business, revenue generation will be

at the top of the list; the demands of

shareholders and investors must be

met for continued success. For gov-

ernments, meeting the needs of the

citizenry is tantamount. So, it is logi-

cal that savvy RIM professionals align

their programs’ activities with being

profitable, staying competitive, and

delivering on a mission statement.

This article shares five case studies

about what some RIM professionals

have done to enlighten their organiza-

tions about the power of IG and dis-

cusses the vital role they played

through innovative and practical

actions.

They highlight unique drivers for IG

and the “hooks” these professionals

used to successfully link IG to the

bottom line. Sometimes their hook

was carefully planned, while other

times they seized on an unexpected

and serendipitous occurrence.

Though these cases are taken from

organizations in specific industry sec-

tors, their lessons are applicable

across industries and are meant to

stimulate readers’ thinking about how

to promote IG within their own organi-

zations.

Case 1

IG Improves Information Availability

Who would have thought the 2015

record snowfall in New England could

be the trigger to raise IG awareness

and institute new practices? For years

the RIM staff at a particular law firm

had advocated for attorneys to be-

come less reliant on paper to manage

their cases. The enduring culture of

the practice, though, was to be pre-

sent in the office with records stored

in efficient filing systems. When attor-

neys ventured out of the building,

they carried a briefcase full of paper

files.

When significant snowfall disrupted

or halted transportation into the office

for consecutive days, casework was

negatively impacted; attorneys simply

had no access to files they required

to deliver on client commitments.

Page 12

IN NOVAT IVE IDE A S F OR MA KIN G IG HA P P E N

Volume 1 , Issue 3

Suddenly, attention shifted to the

notion of imaging client files and stor-

ing them in a secure but accessible

and collaborative content manage-

ment system – the domain of the RIM

staff, who seized the initiative.

Along with creating specifications and

leading vendor selection activities,

the RIM team participated in updating

the mobile use policy and conducted

training to ensure information is pro-

tected according to policy and client

expectations. All of these undertak-

ings have raised the firm’s awareness

of information availability and protec-

tion – and about the strength and

relevance of the RIM team.

Case 2

IG Streamlines Processes

In the oil and gas industry, commodity

pricing has diminished budgets and

the ability to commit resources to new

projects. Many exploration, produc-

tion, and oilfield services companies

have reduced head count, eliminated

new hires, and delayed or cancelled

technology purchases.

Forward-thinking RIM professionals

have adapted to the boom and bust

cycles of the industry by viewing the

disruption as an opportunity to

streamline enterprise policies and

processes with a focus on efficiency

gains and productivity improvements.

Following are four examples of such

thinking.

Consolidating Technology Platforms

Storing information in isolated plat-

forms undermines an organization’s

ability to effectively mitigate risk, cut

costs, and leverage the information

value. To save money and reduce

risk, RIM and IT collaborated to identi-

fy all platforms and then applied re-

tention and security controls as appli-

cations and systems were consolidat-

ed and obsolete systems were de-

commissioned, eliminating unneces-

sary licensing fees and maintenance

costs.

Case 3

IG Ensures Compliance

Consulting firms are expected to

meet and prove compliance with

their clients’ increasingly rigorous

requirements for protecting their

information. And if the firm is global,

clients also require a consistency of

practice across all the locations in

which business is transacted.

One firm’s savvy RIM manager rec-

ognized that satisfying these client

demands is crucial to the firm’s

ability to retain client business in a

highly competitive environment.

Armed with years of global RIM ex-

pertise, he reached out to the firm’s

compliance and audit teams to offer

his services.

The RIM manager conducted work-

shops to describe how RIM best

practices could help produce con-

tent for audits and ensure that prop-

er processes for protection and

management are in place. This in-

volved discussions about taxonomy

updates, content repository usage,

and e-mail policy revisions.

Barriers to defensible disposition

were explored and a new process

adopted to enable more timely and

compliant destruction of records.

Lastly, refresher training was con-

ducted to remind employees of their

RIM responsibilities for both client

and firm content.

Although the firm is essentially an

aggregation of local practices with

minimal centralized control, the RIM

manager assembled regional rec-

ords managers who agreed to put a

plan in place to standardize and

“globalize” their records retention

schedule to answer the call for con-

sistency. In this example, the asser-

tive actions of a seasoned RIM pro-

fessional helped jump start his

firm’s IG program.

Case 4

IG Controls Risk

Financial services have been on the

front line of strict regulatory control

for years now, and there are more

regulations on the horizon with the

prospect of even heavier fines.

Being Involved in Mergers, Acquisi-

tion, Divestitures

A downturn in the oil and gas in-

dustry creates merger, acquisition,

and divestiture (MAD) activity as

companies consolidate to manage

scarce resources. Earlier MAD initi-

atives had created separate work

teams of due diligence business

analysts, legal counsel, internal

business experts,

and IT systems support, as well as

“islands of information” that left

information assets at risk of being

orphaned or lost.

RIM leaders presented executive

management with a strong busi-

ness case for involvement in the

earliest phase of the MAD life cycle

to set realistic expectations in

merging or divesting information

assets. When MAD teams are

formed now, RIM is part of the core

team working in unison throughout

the MAD life cycle.

Streamlining Retention

RIM professionals streamlined

records retention schedules into

fewer record series/categories and

made sure legal research was up-

to-date. If there was no policy on

how long to retain the “not rec-

ords,” they engaged with audit,

compliance, IT, legal, and the busi-

ness units to establish organization

-wide retention rules for temporary

and work-in-progress information –

i.e., an information life cycle.

Planning for the Turnaround The

recovery is inevitable, and RIM

professionals are looking to the

future and planning for the addi-

tional workload that is sure to

come with the turnaround.

n boom or bust, RIM leaders in the

oil and gas industry seek opportu-

nities to raise the visibility and

priority of RIM. In this cycle’s

“bust,” streamlining policies and

processes, whether through con-

solidation of technology platforms,

streamlined retention manage-

ment, or collaboration on MAD

teams, is proving to be successful.

According to the U.S. Securi-

ties and Exchange Commis-

sion’s (SEC) “FY 2016 Con-

gressional Budget Justifica-

tion,” the SEC is planning to

hire 225 additional examiners

this year, primarily to conduct

additional examinations of

investment advisers and oth-

er staff. Given the intense

scrutiny by regulators, share-

holders, and customers, RIM

managers at some of the

major financial services insti-

tutions in the world have

joined with their compliance

and internal audit teams to

create a set of “controls” for

major RIM functional catego-

ries, such as disposition, ven-

dor management, and privacy

and security. Controls equate

to RIM policy requirements,

and each has a risk-rating

system. Lines of business are

required to conduct a risk self

-assessment to identify prob-

lem areas and, working with

the RIM team, drive the imple-

mentation of corrective ac-

tions to prevent, resolve, or

mitigate key operational, le-

gal, compliance, and reputa-

tional risks and costs. The

RIM leaders in each establish-

ment contributed their subject

matter expertise in the crea-

tion of the risk framework; the

compliance and internal audit

teams did not have the depth

of knowledge in RIM and IG to

create the controls or deter-

mine their risk rankings.

FELLOWSFORUM

…the assertive actions

According to the U.S. Securities and Ex-

change Commission’s (SEC) “FY 2016

Congressional Budget Justification,” the

SEC is planning to hire 225 additional

examiners this year, primarily to conduct

additional examinations of investment

advisers and other staff.

Given the intense scrutiny by regulators,

shareholders, and customers, RIM man-

agers at some of the major financial

services institutions in the world have

joined with their compliance and internal

audit teams to create a set of “controls”

for major RIM functional categories, such

as disposition, vendor management, and

privacy and security. Controls equate to

RIM policy requirements, and each has a

risk-rating system.

Lines of business are required to con-

duct a risk self-assessment to identify

problem areas and, working with the RIM

team, drive the implementation of cor-

rective actions to prevent, resolve, or

mitigate key operational, legal, compli-

ance, and reputational risks and costs.

The RIM leaders in each establishment

contributed their subject matter exper-

tise in the creation of the risk framework;

the compliance and internal audit teams

did not have the depth of knowledge in

RIM and IG to create the controls or de-

termine their risk rankings.

Case 5

IG Protects Intellectual Assets

Within the pharmaceutical and life sci-

ences industry, MAD can seem like a

daily occurrence. To remove some RIM

inefficiencies and inconsistencies during

these complex transactions, the RIM

group leader at a global pharmaceutical

company made sure she had a place at

the MAD table.

In addition to a company’s talent, prod-

ucts, manufacturing facilities, and sales

and distribution outlets, its records are

valuable because they often contain

intellectual property, such as research,

formulations, clinical trials, and more;

they are, in fact, business assets.

Page 13 Volume 1 , Issue 3

Armed with this knowledge, the RIM leader engaged

the MAD team and created a process that supports

the identification of records of value, paper and

electronic, in order to ingest them into the receiving

systems of record with the proper tags and security

classification codes.

They also reviewed which information (including

databases and records) can be disposed of based

on a redundant, obsolete, and transitory – often

referred to as ROT – analysis and records retention

schedule rules, reducing the volume of information

they take in from the acquisition.

The RIM team is now involved from the beginning

due diligence phase of MAD through the integration

of the assets and beyond, including training new

employees on the company’s RIM program.

Another tactic to extend a RIM leader’s value to the

bottom line is to collaborate with other companies to

broaden and enhance each company’s network of IG

experts. The Pharmaceutical Records and Infor-

mation Management Organization (PRIMO) is a

membership consortium committed to developing

and advancing RIM programs in the industry. Mem-

bers have learning opportunities quarterly with

roundtable meetings and board meetings that in-

clude presentations by experts in the IG field.

PRIMO develops compliance tools, including a mod-

el records retention schedule focused on the rec-

ords of biopharmaceutical companies with retention

recommendations based on legal and regulatory

considerations.

Lessons Learned: 3 Best Practices

The five case studies highlight that different triggers

can be used to raise awareness of IG and different

tactics can improve IG controls, even in lean times.

Emerging from these case studies are three practic-

es RIM professionals can use to identify opportuni-

ties for improving IG and supporting colleagues

through disruptive times of change.

Leverage Business Disruptions

When significant snowfall disrupted a law firm’s

business, RIM staff seized the opportunity to shift

attention to imaging client files and storing them in a

secure but accessible and collaborative content

management system. A downturn in the oil and gas

industry refocused the RIM team on streamlining

policies and processes.

Collaborate Internally

Improve IG controls through internal collaboration. In

financial services, the threat of increased regulatory

scrutiny compelled RIM managers to engage their

compliance and internal audit teams to create a set

of RIM controls for major RIM functional categories.

At the consulting firm, the RIM manager assembled

regional records managers to put a plan in place to

standardize and “globalize” their records retention sched-

ule.

The RIM leader at the pharmaceutical company engaged

the MAD team and is now involved from the beginning due

diligence phase of MAD through the integration of assets

and beyond.

Collaborate Externally

External collaboration will broaden and enhance your or-

ganization’s network of IG experts. The pharmaceutical

industry has its PRIMO consortium. ARMA International

and AIIM provide industry-focused networking opportuni-

ties to benchmark IG best practices and lessons learned.

RIM professionals in the utilities industry established

URIM monthly telephone conference calls more than 15

years ago, according to Gail Ann McCreary, a retired Certi-

fied Records Manager. URIM members have contributed

to more effective regulations and standards by communi-

cating shared goals to regulatory and standard-setting

bodies at the federal and state levels.

Seize Any Advantage

The moral of these stories is to seize any advantage that

helps raise awareness of IG. Align with business priorities,

in particular those that relate to revenue generation. Take

full advantage of the emerging best practices to breathe

life into your own organization’s IG journey. RIM profes-

sionals now know that IG is more than just hype; it’s a

necessity for organizations to retain their competitive

edge.

Susan Cisco, Ph.D., CRM, FAI, can be contacted at Su-

san.Cisco@gimmal.com. Sue Trombley, IGP, FAI, can be

contacted at sue.trombley@ironmountain.com.

This article was first published in the May/June 2016

issue of Information Management magazine, @2016 AR-

MA International. Reprinted with permission.

Page 14 Volume 1 , Issue 3

Monthly Meetings Scheduled

November 8th - Lunch, East Bank Club "Privacy - GDPR EU General Data Protection

Regulation (GDPR), Intra Group Data Protection Agreement (IGA) and EU-US Privacy

Shield" Vedder Attorneys Bruce Radke and Michael Waters

December – Holiday Dinner – Information will be forthcoming

January 10th - Luncheon Meeting, East Bank Club, Panel Discus-

sion: “ CHANGE MANAGEMENT, TRAINING BEST PRACTICES, Mar-

keting your RIM Program”, Dana Moore is a Business Transfor-

mation Leader with Ernst and Young, Education: IIT. Dernea

Michaux-Davis CRM, CIPP/US Kemper Insurance, Andrew Altepe-

ter, IG Analyst, Motorola Solutions, Inc.

February 14th - Breakfast Meeting, Marshall Gerstein & Borun “One FOIA at a Time”,

Cheryl Banke, CRM, Belvedere Consulting.

March - Spring Seminar

April 11th - Luncheon Presentation, East Bank Club, “IG related tech and how it can im-

pact ops, strategy, and implementation/roll-out of IG plans” Possible Panel, Doug Ka-

minski, Consiglio LLC.

May 9th – Breakfast Meeting, McDermott Will & Emery. Presentation and Speaker To Be

Determined.

Page 15 Volume 1 , Issue 3

PO Box 6034

Buffalo Grove, IL 60089

ARMA Chicago

Pamela Coan, Chair of the Membership Committee is a Senior Account Executive with GRM. She

has been a member since 1997. When she inherited the company’s records, that’s when she dis-

covered ARMA. She started her career in distribution, from there she moved on to manufacturing

and then to the moving industry and management. She was a regional operations manager and

then worked her way into sales—she’s been with GRM for the past 13 years. With the help of her

sales experience, her primary goal is to increase the Chapter’s membership. Three words that de-

scribe her are optimistic, positive and outgoing. Her hobbies include gardening, sailing and bik-

ing. A fun fact about Pamela is that she once drove tractors for International Harvester.

Cheryl Banke, CRM is the founder of Belvedere Consulting, which was founded in 2016. She began her career as a legal secretary for a Fortune 500 company. Through the years, she’s worked for: The Duchossois Group, Chamberlain, Hyatt Hotels Corporation and Argonne Na-tional Laboratory. Her hobbies include yoga, dancing and reading. She describes herself as a perpetual learner.

Anton Miankov is a Legal Records Coordinator with Hyatt Corporation. Currently in records management, his career actually began in the library from library circulation to library archives. His hobbies include translating Greek and Latin and a fun fact—he enjoys playing the guitar. In three words, Anton describes himself as a News junkie, who’s committed and curious.

Jamie Bobo is an IG Analyst with Seyfarth Shaw. She has been a member of ARMA Chicago for 6 years. She started her career practicing law, but decided it was not for her. She soon found her nitch in Information Governance (IG), where she worked for GE Capital for 8 years and currently, Seyfarth Shaw. Her hobbies include snowboarding and running—with a special talent in snowmobiling. A chatty, helpful helper and problem–solver—these three words can be used to describe Jaime.

E-mail: armaamin@armachicago.org

Upcoming Events:

November 8, Tuesday—ARMA Chicago Chapter Meeting

November 11, Friday—ARMA Milwaukee Chapter Meeting

November 15, Tuesday—ARMA Central Illinois Chapter meeting

Check us out on our new

website:

www.armachicago.org

Meet the Membership Committee

Comments or questions about the newsletter can be directed to our editors:

Jean Ciura, PhD., CRM

Jean.ciura@yahoo.com

Mary Ann Reandeau, CRM

Maryann.reandeau@willistowerswatson.com

LC Wagner

lcwagner@arnstein.com