LESS IS MOREAn effective Information Governance framework must aim to mitigate risk related to records retention, legal holds, privacy and other obligations with clear, digestible policies. Privacy is a complicated issue, but that doesn’t mean you need to build an incredibly complicated plan. Just because privacy laws are blanket regulations does not imply a one-size-fits-all approach is appropriate. In most cases, such an approach is not only inappropriate, it’s onerous, costly and unnecessarily time-consuming. A better approach is to build a privacy plan that fits your company’s risk. That’s what we do at Compliance and Privacy Partners. We don’t let the regulators lead us. We help companies build a privacy project that is proportionate to their risk.
GAPS ARE OPPORTUNITIES We help reshape the optics around an audit finding or board concern by encouraging colleagues to build a better future state rather than suffer adversarial atrophy. The Gaps are Opportunities strategy is rooted in a meditation on the importance of listening and observation and proves in short order wherever we look, especially in the weakest areas of a business, that there is always room for optimization. Those employees who seize upon and fix gaps in areas like production, risk, or quality assurance often become the most valuable players on the grid. They grow into the leaders that management.
RELATIONSHIPS MATTER We focus on facilitating environments and spirited organic collaborations that support IG dialogue to help determine both consensus and risk appetite. At Compliance and Privacy Partners, we work with highly regulated, US-based companies that have lots of talented folks. They’re subject to many laws from HIPAA to the CCPA to a multitude of tricky financial rules. However, our solutions are only as effective as the commitment of our client’s stakeholders to their own efficiency and compliance goals. Successful digital and information governance transformations require capital investment and executive sponsorship, but above all, a culture that values relationships. Directives may come from the top, but as they cascade down through the organization, it’s the relationships between managers that ultimately determine whether the direction is ultimately successful.