By Rupali Patel Shah, Head of Legal Solutions, DiliTrust
Introduction
Businesses don’t actually need more data. They don’t even need more information. What they really need is intelligence—the kind that helps them see what’s happening, understand why it’s happening, and make better decisions automatically.
But you can’t get intelligence without first knowing what information you have, what matters, and how to use it. That requires identifying, elevating, and managing your true information assets. And in the age of AI—where automated decisions depend entirely on the inputs you feed them—this has never been more important.
We’ve entered an era where automation is the goal. But automation only works when the data underneath it is good. The AI disruption of 2025 confirmed that garbage in still means garbage out. Organizations have been so focused on generating more information that they’ve lost sight of the real objective: Automated Intelligence—systems and processes that can learn, predict, and guide the business without constant human intervention.
To get there, you need trustworthy, well-governed information. And that means you need information governance.
Why Information Governance Matters—and Why It’s So Hard
Information governance is one of the most misunderstood and avoided functions inside organizations. It’s not that companies don’t think it’s important—they do. The problem is that it’s complicated, sprawling, and touches almost every part of the business: legal, compliance, cybersecurity, IT, privacy, HR, operations, and more.
Because of that, information governance becomes a “hot potato.” Everyone agrees it’s necessary, but no one wants to own it. It requires cross-functional collaboration. It requires accountability. It requires someone who can think broadly about risk, deeply about process, and realistically about how the business actually works.
That “someone” should be the General Counsel.
Why the GC Should Own Information Governance
The modern GC isn’t just a legal advisor—they’re a business strategist, a risk officer, and often the only executive with visibility across the entire enterprise. They understand the organization’s obligations, exposures, and internal dynamics. They are trained to see around corners and to protect the company before issues become crises.
This perspective is exactly what effective information governance requires.
I learned this early in my career. In my first in-house role, I had an incredible mentor, Mr. Barkan, who practiced law well into his eighties. He used to tell me, “A lawyer’s job is to protect the company. Advise, don’t decide—but always look around corners.” That mindset—foresight, accountability, and clarity of purpose—is the foundation of good governance.
The business-minded lawyers who embrace this responsibility are the ones who truly protect the enterprise. They understand that risk, operations, ethics, and strategy are interconnected. They work as partners, not gatekeepers. And in a world drowning in data, with AI accelerating every risk and every opportunity, that integrated view is essential.
Information governance is no longer a “nice to have.” It now sits at the center of operational resilience, reputation, and regulatory compliance. And those areas all trace directly back to the GC’s core mandate: protect the organization.
Why 2026 Will Be the Year of Information Governance
Every company is now an information company. Data is its biggest asset, its biggest vulnerability, and—when managed correctly—its biggest advantage. But intelligence doesn’t magically emerge from chaos. It requires discipline, structure, clarity, and ownership.
That is why I believe 2026 will be the Year of Information Governance.
And it’s why I believe GCs are uniquely positioned to lead it. Leading doesn’t mean owning every aspect-a lot of governance/compliance is about culture building, influence, leading by example and collaboration.
The bottom line is simple:
Businesses don’t run on data. They run on intelligence. And intelligence depends on good information governance.
As we look ahead to 2026, I plan to spend time exploring information governance in depth—what it means in practice, why it matters now more than ever, and the many ways General Counsel can lead, influence, and model good governance across their organizations. This will be an ongoing conversation, and I welcome your perspectives, experiences, and questions as we examine how thoughtful information governance can protect the enterprise while unlocking real business value.
