India hardy presentation

1. Social Media: the Good, the Bad and the UglyThe importance of Information Governance in the digitally networked ageIndia Hardy for DeloitteArk Conference: Information and Data Governance (Sydney)14 December 2010

2. How can companies today:1. Exploit the value of collaboration tools such as social media?2. Manage the right balance between ‘need to know’ and ‘obligation to share’?3. Minimise the risk of inappropriate sharing of company information through effective governance?

3. What’s happening?

4. Deloitte is one of the leading global strategy consulting firms with a broad international Social Media expertise.Worldwide PresenceLeading Global Strategy Consulting Firm*More than 165,000 employees in 140 countries

5. More than 50% of the world’s biggest companies work with Deloitte

6. Corporate Finance

7. TaxFour service areasAudit

8. ConsultingStrategyOperationsImplementationOutsourcingMcKinseyBCGBainRoland BergerBoozOliver WymanA.T. KearneyDeloitteAccentureCapGeminiIBMBearing PointUniquely Combining Strategy and OperationsSelection of global Enterprise 2.0 and Business 2.0 clients* Global Consulting Marketplace 2009, Kennedy Consulting Research, Statistics based on different fiscal years4

9. Deloitte walks the talk – by deploying Enterprise 2.0 tools which positively impact collaboration, communication and knowledge sharing.Deloitte Internal Social Media ProjectsD StreetOfficial social networking sites where practitioners connect with othersSocial Media Community of PracticeGlobal forum for the contribution and exchange of information, knowledge and experience about Social MediaD WikisUsers collaborate on a variety of work from client engagements to internal activitiesGartner: D Street Case studySocialcastUnofficial social networking site where global practitioners connect and discuss about trending topicsDeloitte Microblogging via YammerDeloitte’s microblogging platform (based on Yammer) grows rapidly in terms of signups and usage, currently containing 1,883 members and 5,812 messages.Deloitte Innovation An innovation portal was established to collect ideas and facilitate cross-department collaboration5

10. Major trends in a word:‘Clomosoda’Cloud + Mobile + Social + Data

11. The way we use and interact with the web is in a constant state of change.

12. Today the web rules our world – from the way we move information, to the way we consume content.The web is social.Global online population is 1.9 billion.Today we carry the internet in our pockets.

13. The ongoing integration of Enterprise 2.0 into business software demonstrates the increasing role of Social Media in companies.1Increasing social networking use will replace e-mail usage Social networking services will partly substitute e-mail as the primary vehicle for interpersonal business communications, as social networking will prove to be more effective than e-mail for certain business activities such as status updates or internal communication4Enterprise platforms get a social layerA growing number of established software vendors include Enterprise 2.0 features into their product lines, driving the implementation of Social Media tools in large corporations2Employees’ adoption of smart phones will rise constantlyFirms can expect and have to react to getting increasing adoption and use from smart phoneapplications by all but especially younger employees53Social computing policies become increasingly importantMultiple options of informal information sharing through Enterprise 2.0 applications include the risk of information leakage and PR disasters requiring strict policies that define the purpose and usage of Enterprise 2.0Intranet is becoming the single entry point to Enterprise 2.0 platformsWhile the current usage of Social Media tools is often limited to small, disconnected teams without a broader enterprise strategy, the ongoing, integrated implementation of Social Media into corporate organizations will make the intranet the enterprise wide single entry point for Enterprise 2.0 applications, favored also by the growing options for customization of the starting siteSource: Deloitte Research, Forrester, Gartner9

14. Further growth and trends will reshape the importance of Enterprise 2.0 in coming years.69Increased bundling of Enterprise 2.0 toolsCompanies benefit from growing Enterprise 2.0 feature-bundlings of vendors, as they reduce implementation, integration and licensing costsRising need for community managementTo efficiently manage moderation, administration and participation of social communities as well as to foster in the initial engagement with employees, a centralized community management gets increasingly important7Increasing relevance of social search functions, analytics and filteringTo benefit from the growing volume of information available through Enterprise 2.0 tools, search functions and filtering of information becomes the key to make Enterprise 2.0 an efficient working tool10Microblogging will be subsumed as a feature in enterprise social software suitesEnterprises will increasingly use activity streams including microbloggingbut prefer integrated software solutions over stand-alone enterprise microblogging services8Automated compliance monitoring as an increasingly important feature of Enterprise 2.0 Especially public companies and regulated industries where the usage of Enterprise 2.0 contains the problem of detecting local and foreign compliance violations, benefit from automated compliance monitoring as a feature of Enterprise 2.0 software solutionsSource: Deloitte Research, Forrester, Gartner10

15. Introduction tosocial media and Gov2.0

16. Social media refocuses the organisation on to the individual, and can open transparent dialogue across boundaries.“Social media is the use of electronic and Internet tools for the purpose of sharing and discussing information and experiences with other human beings” – Wikipedia.comSocial media shifts focus from the organisation to the users. Social media can be best described as:A paradigm shift to user-generated content: text, images, video or audio created by users of a service and published on that service, such as videos on YouTube. Social media encourages dialogue, and users’ input into these dialogues may take a variety of forms.

17. Extending the control and flow of information to the users and communities that consume it. Personalisation, customisation and rating and reviewing content are some ways that information is being managed by consumers.

18. Opening new channels of communication to drive interaction and dialogue. Older models of one-way broadcast communication are being enriched with technologies which encourage dialogues and ongoing communication between parties.

19. Embracing collaboration and “wisdom of the crowds” for collective value. When presented to a larger audience, complex problems can be approached from a multitude of ways, and group decisions offer improved satisfaction for end users.Amazon encourages users to provide feedback on products being sold, feedback which helps other users make purchasing decisionsBigPond uses Twitter to respond to customer concerns and trouble-shoot technical difficultiesSource: Deloitte research12

20. Understanding how social media tools and technologies can be used for different purposes helps structure collaboration.Social media includes an ever-growing range of technologies and tools – and choosing the right platform is crucial to ensuring success.Source: Deloitte research13

21. The move from traditional media to social media affects the relationship between the content publisher and the audience. The top-down relationship is updated with a collaborative, two-way relationship, characterised by a dynamic, personal experience.Social media“Engage the individual”Flexible

22. Collaborative

23. Communities

24. Engaged users

25. Top-down, bottom-up, and lateralE.g.: social bookmarking tool, showing popular news articles and allowing commenting on themTraditional Media“Interrupt the mass audience”Structured

26. Siloed

27. One size fits all

28. Passive audience

29. Top-down, one-directionalE.g.: newspaper publishing, providing one structure and content of news for all readersOrganisationOrganisationVersusPushPullProvidePushMass audienceTargetedparticipative audiencePower lies with: users, communities, and experiencesPower lies with: institutions, platforms, and technologySource: Deloitte research14Shifting from traditional media models to social media models creates a new engagement model.

30. Understanding Gov 2.0 – adopting a truly collaborative approach.“Government 2.0 involves a public policy shift to create a culture of openness and transparency, where government is willing to engage with and listen to its citizens.” – Engage: Getting on with Government 2.0.Gov 2.0 refers to how governments can use the power of Web 2.0 tools – including social networking, wikis and blogs – to change the way they operate, in three main areas:The relationship with the audience/users is most relevant. Improving engagement through Gov 2.0 provides specific benefits :Integrating dialogue in the task of sharing information with the individuals and communities who consume it, allowing two-way transparency and responsiveness, and helping audience understand information provided.

31. Offering additional and varied methods of engaging with individuals and communities, driving active participation and engagement in the activities of government, and receiving feedback on effectiveness of these activities.

32. Opening up public sector information (PSI) for wider usage, identifying data reuse, repurposing and republishing opportunities which can drive new knowledge and insights, and increasing accuracy, efficiency and effectiveness of activities which draw upon PSI.

33. Creating new and improved opportunities for establishing connections between previously separate entities, leading to opportunities for improved processes, simplification of paths of communication, and increased information sharing and discussion.Source: Deloitte research15

34. Other government Gov 2.0 engagements.Other governments and organisations around the world are engaging in social media for Gov 2.0 purposes, breaking down barriers to communication and encouraging citizens to share their thoughts and opinions.16

35. Australian Gov 2.0 documents.The Australian Federal Government has led the world with their ground-breaking research into Gov 2.0, “Engage: Getting on with Government 2.0”. This and other documents are listed below for further reading.17

36. Case study:Risk Management Framework deployed for the US Intelligence Community

37. Example: Wikileaks. Behavioural, cultural and technology measures, if implemented, can reduce risk of inappropriate sharing of information.Technology accessing metadata would have provided pattern analysis of who in the ranks was accessing information not relevant to their roles, and could have flagged access to 250,000 leaks sooner than later.Improved whistle-blowingmechanisms internally would have provided a mechanism for matters to be dealt with separately, independently and in a managed way.A culture of transparency should be maintained internally, lead from the top, creating a sense of ‘nothing to hide’. Clearly certain information should remain controlled, such as M&A data, however the leadership team should encourage an open dialogue with employees. Deloitte does this through a number of channels, including Yammer (show examples of usage).Similarly a culture of transparency should be maintained externally. Errors, mistakes, faults should be communicated early with full candour and availability of information. This will help promote positive, open dialogue and will reduce the shock factor or a sense of having something to hide. People want to know, the information is going to find its way out – best companies manage the flow directly. 19 © 2010 Deloitte Touche TohmatsuSocial Media: the Good, the Bad and the Ugly

38. Markle FoundationGovernmentAccountability OfficeWMD CommissionReport of the Inquiry intoAustralian IntelligenceAgencies (Flood)9/11 CommissionProvide incentives that promote information sharing

39. Bring the national security institutions into the information revolution

40. Create decentralized, trusted information networks across the federal government

41. Build a networked community for homeland security

42. Reduce gaps across federal agencies and with state and local government and the private sector

43. Create horizontal information sharing and integration

44. Need for improved coordination across information sharing initiatives

45. Acknowledged that information sharing is a ‘High Risk Area’ for the U.S. Government

46. Improve federal-state-local arrangements

47. Create a single focal point for information sharing under DNI

48. Establish uniform standards and break down policy and technical barriers

49. Expand beyond Intel Reform to share all intelligence, not just terrorist-related data

50. Communication between agencies is extensive and constructive

51. Division of effort between assessment agencies needs refinement and contestability better managedInformationSharingFocusExamine failures in uncovering the 9/11 plot owing to poor information sharing across agency boundariesStudy the nature of information sharing with an emphasis on decentralized, trusted networksIn several reports, assess progress toward improving information sharing in intelligence, HLS, and CIPAnalyze the sharing and analysis of intelligence leading up to the second Iraq WarProvide advice on the current division of labour among intelligence agencies and communication between themMajorFindings OnInformationSharingQuotable“The biggest impediment to all-source analysis is human or systemic resistance…”“Every day our LE and intelligence agencies…and private companies receive information that might be relevant to uncovering a terrorist plot…”“The DNI could take an important, symbolic step of jettisoning the term ‘information sharing’ in favor of information integration or access”“In developing a new architecture, the IC should review architectural principles and seek to maximise the opportunities for collaborative intelligence across the community”“In the absence of comprehensive information sharing plans, many aspects of homeland security information sharing remain ineffective and fragmented”The need for better information sharing across Intel agencies has led to the adoption of a number of information sharing strategies.Source: ODNI/CIO, Joint IC/DoD Data Services: Addressing the Challenge of Transforming Enterprise Information Sharing, 27 May 2008; and Flood Review (July 2004)

52. DimensionsThe US IC has determined that there are a number of constraints that need to be overcome to enable better information sharing.PolicyPolicy doesn’t exist to enable information sharing through common data and interface standards

53. Certification and Accreditation are complex and lead to information stove-pipes

54. Current Security Policies are focused on a “Need to Know” paradigm which provides limited support for the unanticipated user

55. A complication exists for Commonwealth partners where there is a need to operate in accordance with the policy, legal and technical channels established under agency-agency counterpart arrangementsProcessLimited governance process in place to ensure IC-wide controls are in place for reusable services and data standards

56. Current CM processes are based on independent systems and source code with minimal external system dependency tracking

57. Process gaps exist between the IC and Defence which is impeding information sharing across boundariesBudgetIT Portfolio Management and Budget decisions are based on multi-year acquisition programs which are resistant to change

58. Operations and maintenance costs are a rising percentage of the budget

59. Duplicate data entry and manual data reconciliation create higher labor costs

60. Integrating data stovepipes is expensiveTechnologyDifferences in architectural platforms make it difficult to re-use existing systems in traditional architectures

61. Information cannot be securely discovered and consumed outside of the controlling institution, and often cannot be discovered within

62. Analysts often have no mechanism to search across multiple data sources, aggregating the data to run through applications and other processesThe DNI Information Sharing Strategy articulates a technical vision for closer integration and collaboration across the US IC.“The existing agency-centric IC must evolve into a true Intelligence Enterprise established on a collaborative foundation of shared services, mission-centric operations, and integrated mission management, all enabled by a smooth flow of people, ideas and activities across the boundaries of the IC agency members…This must be built on a robust information infrastructure, based on a culture of information sharing, and supported by a range of common services”“The information sharing strategy is focused on developing a ‘responsibility to provide’ culture in which we unlock intelligence data from a fragmented information technology infrastructure spanning multiple agencies and make it readily discoverable and accessible from the earliest point at which an analyst can add value”Former Director of National IntelligenceMike McConnellVISION: “An integrated intelligence enterprise that anticipates mission needs for information by making the complete spectrum of intelligence information available to support all stages of the intelligence process”

63. This is a snapshot of some of the Social Media tools currently being deployed across the US IC.National Intelligence Priorities Framework (NIPF)Integrated Collection & Analysis Requirements System (ICARS)Executive Intelligence Summary (EIS)Means to capture issues of critical interest to senior IC customers and communicating those issues to the IC for action

64. Updated semi-annually providing a common foundation from which IC managers can make collection and analytical resource decisions

65. Provides a common environment for nominating gaps, researching whether those gaps are already covered by existing requirements, and if not, enabling the creation of new requirements for submission.

66. Piloted in Aug 08 and made available via a standardised web service

67. Daily, web-based compendium developed by ODNI on the JWICS to summarise relevant, high-quality finished analytical products from across the IC and organised either by issue or region

68. Now contains automated ingests from European Command & Central Control, DHS, DIA and CIAA-Space: Enriching analysisIntellipedia: Collaboration through WikisA common collaborative workspace for IC analysts, providing a shared access to corporate data and to numerous databases maintained by individual IC organisations

69. Configured as special enclave in JWICS, and accredited to handle HUMINT CS and sensitive COMINT, open to over 9,000 analysts

70. IC version of Wikipedia available on TS/SI/TK/NOFORN via JWICS, SIPRNet and at unclassified level

71. Now containing over 40,000 registered users and 349,000 active pagesAnalytical Resources Catalogue (ARC) and Analyst Yellow PagesLibrary of National Intelligence (LNI): Making discovery easerARC is a database on JWICS maintained by ODNI that captures basic contact data on IC analysts as well as information on skills, expertise and experience. Yellow Pages is a classified web-based phonebook derived from the ARC.

72. ARC has updated data for over 18,000 analysts and is being further developed into an IC Capabilities Catalogue (C3)

73. Authoritative IC repository for all disseminated product, regardless of classification

74. Launched in Nov 07, currently holding 750,000 products, growing by 20,000 products per weekCatalyst: Linking disparate and dispersed data to aid intelligence discovery, analysis and warningRelies on tagging data entities including such items as time, location, person names, etc in the raw intelligence, and linking this to metadata used by multiple IC agencies

75. Multi-INT experiment currently underway to address metadata sharing, a common semantic ontology, and linking to indexed content in LNI and A-SpaceSource: ODNI/CIO, Analytical Transformation, Unleashing the Potential of a Community of Analysts, September 2008

76. At the heart of this approach is a need to move from a ‘need to know’ culture to one where there is an ‘obligation to provide’.VISION: “An integrated intelligence enterprise that anticipates mission needs for information by making the complete spectrum of intelligence information available to support all stages of the intelligence process”Strategic keystones, goals & objectivesStrategic keystonesIntelligence retrieval and dissemination moves toward maximizing availability

77. All intelligence is discoverable and all intelligence is accessible by mission

78. Sharing requires greater trust and understanding of mission imperatives

79. Developing a culture that rewards information sharing is central to changing behaviours

80. Creating a single information environment (SIE) will enable improved information sharingStrategic goals& objectivesInstitute uniform information sharing policy and governance

81. Advance universal information discovery and retrieval

82. Establish a common trust environment

83. Enhance collaboration across the ICThe ‘responsibility to provide’ culture is predicated on managing risks associated with the ‘dynamic tension’ between mission effectiveness and unauthorised disclosure of sensitive information.Source: ODNI United States Intelligence Community Information Sharing Strategy, February 22, 2008

84. Governance is an important part of the building blocks needed to address the multiple dimensions of the information-sharing challenge. Degree of difficulty:EasyHardTransformational impact on the IC:NoneLargeBuilding BlocksKey QuestionsDescriptionWho are the program stakeholders?

85. Is there a clear value proposition among partners, i.e., quid pro quo or negotiated trade-offs? Are MOUs or service-level agreements required?

86. Have common needs and objectives been identified?

87. What do customers/stakeholders expect of the organization?Oversight and leadership that helps govern information sharing. How managers drive initiatives within organization and in cross-agencies. Standards and guidelines to ensure a consistent approach.Are laws in place that authorize, mandate and/or enable the organization to share?

88. Do laws/regulations impede or constrain the organization/ people from sharing?

89. Are privacy and civil liberties sufficiently protected?

90. Is the organization in compliance with current laws? National policies, internal policies, rules of engagement, standards, and role of players internal and external to the organization.Is there a common language or taxonomy and system for organizing, identifying and searching?

91. Can participants push and pull data?

92. Is the system accountable and auditable?

93. Are tools/mechanisms available to manage identities, authorize and authenticate users, and ensure confidentiality?The technology, systems, and protocols that provide the platform for enabling the sharing of information and that address security and privacy issues.How is the organization structured?

94. Does the organization communicate across all levels?

95. How does the organization adapt to change? How responsive is the organization to stresses and opportunities?

96. How are decisions and conclusions reached? The organizational approach and philosophy around sharing information and its ability to ‘realign’ and adapt as circumstances change.Has sufficient funding been appropriated to support the initiative?

97. Have incentive structures been developed?

98. Is the funding reaching the appropriate level within the enterprise to fully implement the sharing program?

99. Who funds/should fund the initiative, i.e., public, private, or a combination of the two? Ability to obtain and provide resources for information sharing initiatives and external pressures (e.g., budget) that influence how resources are allocated and managed.

100. Deloitte’s Data and Information Governance Framework

101. Information Governance – a framework for business aligned information management. Information governance can help organisations to share information securely, in a trusted and considered way, whilst delivering direct business benefit.Implemented successfully, effective Information Governance will enable an organisation to:maximise their ability to exploit information assets – ultimately driving greater fact based decision making and insight

102. embed effective structures and processes to actively monitor, improve and protect information

103. promote a common understanding of the enterprise’s assets to enable information to be effectively repurposed

104. leverage technology to support the monitoring and management of information assets Information governance is not only about technology, it is a business driven initiative to effectively control and manage business information – ultimately focused on quality data

105. focused on driving accountability across the enterprise from the top down

106. strategic and therefore linked to continuous improvement programs – it is not a once off project to fix data quality “Many enterprises lack a framework to ensure business alignment with their information management (IM) strategies. Yet sound strategy is critical for prioritizing IM investments. Business issues driving the urgency for a revitalized strategy include a renewed effort to use information as a strategic asset” – R. Karel & J.G. Kobielus, Forrester Research 2009

107. Information Governance – information moves around an organisation like a currency, creating an economy that requires regulation.The impetus for undertaking information governance initiatives may vary between organisations - from poor data quality, changes to the regulatory landscape, to just “we need a better way to manage our documents” – however, the ultimate benefits delivered are the same. IT initiatives typically spend in the order of 30% - 40% of their effort sourcing and transforming data - effective information governance can halve data management effort

108. Significant decrease in operational effort to produce accurate reporting across functions

109. Without a coordinated approach to data,technology platform work remains fragmented and delivers only a fraction of planned benefits

110. Effective data governance will reduce complexity and increase transparency of data dependencies to better serve customers

111. Deliver immediate improvement in marketing campaign effectiveness

112. By combining data governance and integrated branch data, a leading Australian Bank publically claims a doubling of the number of customers served in under two minutes

113. More effective sharing and reconciliation of data across functions (e.g. Finance, Asset Management) – reducing manual manipulation

114. A lack of effective governance will propagate resource dependencies ultimately degrading operational efficiencies gained through enterprise application delivery

115. Link enterprise data to enterprise KPIs – e.g. “How does my department support doubling EBITDA?”

116. Greater ability to leverage information across multiple business domains to gain enterprise insight

117. Improved transparency of information will enable effective risk management – all decisions are made on shared facts not interpretation of information Embedding a culture of ownership and accountability for information isn't simple – success is based on a number of key factors. Embedding an effective Information Governance capability Establish continuous and visible executive support from Information Technology and BusinessDesign a lean and pragmatic governance structure Start conceptually – don’t focus on organisational charts Ensure a strong and continued focus on Communications and Change Management - training is essential Focus on the process and people aspects first – you can’t retrofit your organisation around technology solutionsBe prepared to sell the benefits Ensure the right balance of resources – they should span operations, technology and improvement Conduct a phased rollout of Governance Capability

118. Early and visible support from the executive is essential and will ensure the commitment within the enterprise from the outset.Champion the strategic importance of data governance across senior business and technology stakeholders

119. Ensure early, sustained and visual buy-in – Information Governance must be driven top-down Establish continuous and visible executive support from Information Technology and BusinessFocus on defining key governance capabilities and requirements first

120. Early attempts to depict organisation charts tend to distract people from required practice and behavioural changes necessary for data governance to be effectiveStart conceptually – don’t focus on organisational charts Technology alone will not solve people and process problems

121. Focus on the key processes and interaction points of Information Governance and drive the need for technology to enable and automate key activities Focus on the process and people aspects first – you can’t retrofit your organisation around technology solutionsInitiatives must bring together a the right mix of operational, technology, continuous improvement and change management resources

122. Close engagement with IT is necessary to ensure that decisions or strategy are cognisant of information architecture, technology tools and standards, and systemsEnsure the right balance of resources – ensure they span operations, technology and improvement

123. Deploying governance requires tact – change management and quick wins will be critical in building a sustainable capability. Aim for the least number of data owners possible – the more regional and departmental overlays, the greater the complexity

124. Avoid meetings for the sake of meetings. Engage the right business and technology expertise when the issue or required decision demands it Design a lean and pragmatic governance structureEngage and communicate continually with stakeholders to ensure they understand data governance vision, benefits and key activities

125. Individuals nominated for governance roles must be equipped with the appropriate concepts, processes and tools to effectively meet their responsibilities. Deliver role-based, rather than generic trainingEnsure a strong and continued focus on Communications and Change Management - training is essential Ensure that the value of Information Governance can be easily articulated to stakeholders – this cannot be a theoretical exercise in the management of information

126. Link Information Governance to program outcomes – value of enterprise solutions can’t be maintained without quality & control of data Be prepared to sell the benefits Commence rollout for a single business initiative and/or data domain

127. Use strategic initiatives to deploy information governance capabilities

128. Deliver tangible value early and refine structure, roles and mechanisms appropriately before extending more broadly across the organisationConduct a phased rollout of Governance Capability

129. A proven structured approach to deploying Information Governance. Defined Structure and Implementation Model Refined model ready for full rollout Agreed Approach 4. Extend data governance into BAU operations3. Initial rollout of data governance2. Establish data governance organisation1. Define current information governance Assess data landscape:

130. information scope

131. business unit scope

132. systems scope

133. existing data practices

134. Define data governance capabilities and roles

135. executive sponsorship

136. ownership

137. management

138. stewardship

139. technology

140. Assess benefits and develop prioritised roadmap for implementing data governance across the organisation

141. Define implementation model for prioritised areas

142. Identify and train staff for data governance roles

143. Plan for initial rollout of data governance capability

144. Implement data governance for one (1) subject area / business unit / region

145. Review outcomes and identify required improvements to the data governance model

146. Extend refined data governance model to other subject areas / business units / regions

147. Regularly review data governance performance and implement improvementsDeliver communications and change management to build support for data governanceDevelop supporting data strategy, methods and technology to deliver data governanceData Quality Methods and Tools

148. Metadata Management

149. Master Data Management

150. Metrics & Reporting Data Governance Maturity FrameworkThe Data Governance Maturity Framework was used as a guideline to assess the current maturity levels of each of the data governance components across the Client X12345Maturity:ReactiveProactiveManagedOptimizedAwareComponents:No information governance policies or standardization outside mandatory external standardsInformation governance policies, standards & guidelines live in pilot areasInformation governance policies, standards & guidelines defined covering external and internal informationInformation governance policies, standards & guidelines implemented in key LOBs/Functions/ GeographiesImplementation of and compliance with defined and implemented policies, standards & guidelines Policies, Principles & StandardsRecurring measurement of information governance performance in key LOBs/Functions / GeographiesGroup measurement of information governance performance linked to continuous improvementNo measurement of information governance performance. Need is recognizedList of key performance metrics and scorecards for information governance compliance definedBaseline measurement of information governance performance in selected areasGovernance MetricsKey information governance processes operational in selected areasGroup wide compliance with key information governance processesFragmented change or quality processes. Process need recognizedKey information governance processes defined and draftedKey information governance processes operational in key LOBs/Functions/ GeographiesProcesses & PracticesData technology blueprinted. Core technology components LIVEData technology strategy and requirements definedGroup wide compliance with technology & data architectureRudimentary/island solutions only. Technology necessity recognizedCore technology LIVE in key LOBs/Functions/ GeographiesTools & TechnologyKey architectural components and capabilities defined No architectural frameworks available. Recognize importanceData architecture strategy and requirements definedKey capabilities implemented in key LOBs/Functions / GeographiesGroup wide compliance with architectural capabilitiesData ArchitectureBasic information governance & stewardship steering vehicles operationalNeed for information governance and stewardship recognizedInformation governance & stewardship model, key roles & responsibilities definedInformation governance & stewardship model operational in key LOBs/FunctionsGroup wide coverage of and compliance with information governance and stewardship modelOrganizationManage Change

151. In summary, companies should embrace social media as a strategic tool, managed through information governance and risk management frameworks.Key recommendations to support effective knowledge sharing in the digital age include:Implement an Information Management Framework that will:Include communication, awareness and training.Encourage transparency and collaboration.Clearly set out the policies and platforms for publishing company information.Provide opportunity for employees to surface sensitive information within a trusted environment (e.g. Whistle-blower facilities).Embody a culture of having ‘nothing to hide’.Implement a Risk Management Framework that will:Provide clear mechanisms to enact timely, consistent responses to information leakage.Be reflective of the core company values including honesty and transparency.34 © 2010 Deloitte Touche TohmatsuSocial Media: the Good, the Bad and the Ugly

153. About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/au/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 140 countries, Deloitte brings world-class capabilities and deep local expertise to help clients succeed wherever they operate. Deloitte's approximately 169,000 professionals are committed to becoming the standard of excellence.About Deloitte AustraliaIn Australia, the member firm is the Australian partnership of Deloitte Touche Tohmatsu. As one of Australia’s leading professional services firms. Deloitte Touche Tohmatsu and its affiliates provide audit, tax, consulting, and financial advisory services through approximately 4,500 people across the country. Focused on the creation of value and growth, and known as an employer of choice for innovative human resources programs, we are dedicated to helping our clients and our people excel. For more information, please visit our web site at www.deloitte.com.au.Liability limited by a scheme approved under Professional Standards Legislation.Member of Deloitte Touche Tohmatsu LimitedGeneral information onlyThis presentation contains general information only, and none of Deloitte Touche Tohmatsu Limited, Deloitte Global Services Limited, Deloitte Global Services Holdings Limited, the Deloitte Touche Tohmatsu Verein, any of their member firms, or any of the foregoing’s affiliates (collectively the “Deloitte Network”) are, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your finances or your business. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication.Confidential This document and the information contained in it is confidential and should not be used or disclosed in any way without our prior consent.© 2010 Deloitte Touche Tohmatsu © 2010 Social Media: the Good, the Bad and the Ugly

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