Having spent years helping organizations grapple with the realities of information governance (IG), I was drawn to ARMA International’s whitepaper, “From Rules to Reflex: Transforming IG into a Cultural Value,” to see how it tackled our field’s most persistent obstacle: culture. It’s almost a rite of passage in IG to be baffled by how, despite the explosion of data and sophisticated new technologies, our discipline continues to fly below the radar—underfunded and misunderstood. That same frustration leaps off the page in ARMA’s opening, with the paper highlighting that, even as data becomes more central to organizational success, IG often remains an afterthought. The authors argue that the roadblock isn’t a lack of knowledge or policy—it’s that IG hasn’t been woven deeply enough into the organizational fabric to become a natural reflex, rather than a forced rule. This rings true with my own experience; no policy, no matter how clear, survives without cultural buy-in.

I was particularly struck by the whitepaper’s insight that most organizations treat information like invisible plumbing—only noticed when something breaks. I’ve witnessed this firsthand, when projects are only prioritized after a crisis, or when colleagues expect the “system” to absorb any mistake. The report draws out this analogy elegantly, noting that today’s information systems are far more complex and therefore much more fragile. Addressing IG as if it’s merely a matter of compliance signage—“Don’t flush garbage!”—simply doesn’t cut it anymore. True transformation must address underlying habits, values, and shared beliefs, just as in any effort that leads to lasting change.

What felt refreshingly honest in the review was the focus on the “holy grail” of IG: making good governance not something we’re compelled to do, but simply part of how we work—a reflex rooted in organizational values. I’ve learned that unless we reach this state, IG professionals will always be on the defensive, trying to justify their existence or police their colleagues. Instead, as the whitepaper confirms, organizations flourish when IG becomes an intuitive part of decision-making, aligned with mission and ethics instead of being perceived as an external requirement.

One of the paper’s major themes, and one I’ve often found to be the ultimate difference-maker, is relationship building. I’ve always believed you accomplish more through a network of allies than by enforcing rules from afar. The whitepaper underlines this: effective relationship management, the human side of the profession, is where IG efforts succeed or fail. Listening, showing up for stakeholders, and building trust form the foundation for any real cultural change. It was validating to see the experiences of so many fellow InfoNEXT participants and authors echo this lesson.

Demonstrating the value of IG—in terms others care about—was another highlight. The paper cautions us against falling back on dry compliance messaging; instead, we are encouraged to tailor the IG story to what people and organizations actually value. I’ve seen how citing faster audits can get finance’s attention, while reducing friction resonates with operations. Aligning IG with the organization’s deepest priorities is the surest way to elevate it from a burdensome “must-do” to a strategic enabler.

The challenges of change management are laid out with an honesty IG professionals will recognize. The high rate of failure in change initiatives (upwards of 70%, according to research) underscores why surface-level rule changes so rarely stick. The whitepaper reminded me that patience, empathy, and incremental progress are vital. It’s a marathon—a truth I’ve had to relearn many times. Real change happens when we address underlying beliefs and build buy-in slowly, celebrating small wins and learning from setbacks.

Another theme that resonated was distributed leadership. As much as executive sponsorship helps, I’ve consistently seen that real cultural change depends on champions at every level—those who quietly lead by aligning IG with what their teams care about. The whitepaper’s take is that leadership is less about formal power, and more about enabling others—a philosophy I share.

Education and shared language are also essential. Even among IG, IT, and legal colleagues, I’ve witnessed wildly divergent definitions of basic concepts, leading to confusion or even conflict. The whitepaper urges us to go beyond vocabulary, cultivating a mutual understanding rooted in shared values and tailored communication. Helping our colleagues understand not just the “what” but the “why” of IG is crucial.

Crucially, the paper provides practical tactics—co-creating solutions with stakeholders, aligning IG with organizational values, making it easier to do the right thing than the wrong, and celebrating even modest progress. I found myself nodding along at stories from practitioners who built momentum by simply being helpful, using empathy as a strategic tool, and recognizing the effort to embed IG into daily routines. These small steps, repeated consistently, eventually tip the scales from performative compliance to true value-driven behavior.

Finally, as someone passionate about the intersection of ethics, technology, and information policy, I appreciated the paper’s attention to AI, privacy, and the ethical foundations of IG. Technology is a driver of cultural change but also presents new risks. IG’s focus on accountability and transparency will only become more vital as organizations navigate automation and new regulatory landscapes. To me, the call to make IG a core part of “who we are” is both inspiring and entirely necessary in this era of digital transformation.

In short, “From Rules to Reflex” is a much-needed reminder that the journey to mature information governance is fundamentally human. It’s about relationships, shared stories, and persistent effort far more than technical expertise or legal mandates. The paper’s practical guidance—prioritizing culture alongside compliance, building alliances, and celebrating progress—should be required reading for professionals at every stage of the IG journey. As it notes, the path is gradual and often imperfect, but the reward is an organizational culture where IG isn’t a speed bump but the engine of resilience, innovation, and trust. That’s a vision I’m proud to support, and one I strive to advance with every project and client.

Key practitioner takeaways:

• Commit to cultural change as much as compliance—transformation demands both.
• Build authentic relationships—trust is the foundation of every successful IG initiative.
• Leadership at all levels and clear, values-based communication matter more than job titles.
• Seek small wins and share credit—success is incremental and collective.
• Keep IG’s ethical mission front and center as technology and data complexity accelerate.

Download a copy of the ARMA Whitepaper here.