189 C H A P T E R 10 Information Governance and Information Technology Functions Information technology (IT) is a core function impacted by information gover-ynance (IG) efforts. IT departments typically have been charged with keeping the “plumbing” of IT intact—the network, servers, applications, and data—but although the output of IT is in their custody, they have not been held to account for it; that is, the information, reports, and databases they generate have long been held to be owned by users in business units. This has left a gap of responsibility for governing the information that is being generated and managing it in accordance with legal and regulatory requirements, standards, and best practices. Certainly, on the IT side, shared responsibility for IG means the IT department itself must take a closer look at IT processes and activities with an eye to IG. A focus on improving IT effi ciency, software development processes, and data quality will help contribute to the overall IG program effort. IT is an integral piece of the program. Debra Logan, vice president and distinguished analyst at Gartner, states: Information governance is the only way to comply with regulations, both cur- rent and future, and responsibility for it lies with the CIO and the chief legal offi cer. When organizations suffer high-profi le data losses, especially involv- ing violations of the privacy of citizens or consumers, they suffer serious repu- tational damage and often incur fi nes or other sanctions. IT leaders will have to take at least part of the blame for these incidents. 1 Gartner predicts that the need to implement IG is so critical that, by 2016, fully one in fi ve chief information offi cers (CIOs) will be terminated for their inability to implement IG successfully. Aaron Zornes, chief research offi cer at the MDM (Master Data Management) Institute, stated: “While most organizations’ information governance efforts have fo- cused on IT metrics and mechanics such as duplicate merge/purge rates, they tend to ignore the industry- and business-metrics orientation that is required to ensure the economic success of their programs.” 2 190 INFORMATION GOVERNANCE Four IG best practices in this area can help CIOs and IT leaders to be successful in delivering business value as a result of IG efforts: 1. Don’t focus on technology, focus on business impact Technology often enthralls those in IT—to the point of obfuscating the reason that technologies are leveraged in the fi rst place: to deliver business benefi t. So IT needs to reorient its language, its vernacular, its very focus when implementing IG programs. IT needs to become more business savvy, more businesslike, more focused on delivering business benefi ts that can help the organization to meet its business goals and achieve its business objectives. “Business leaders want t.