During the summer, the INFO team held workshops with each Business Division to identify their information requirements. The requirements were incorporated into the Enterprise Information Strategy which included 12 sub strategies. All of the strategies are aligned to:Enable - “timely fact-based decisions ”Provide - a“single version of the truth ”Deliver - an “enterprise view”The key is to treat our data and information as an asset. It has value, should be consciously managed just like our money or facilities and it has a life cycle.2. The business disciplines and the data governance will impact all of us in the room. We’re going to talk more about this today. Data is captured by us or by business partners or stakeholders, including customers. How can we improve on the accuracy at point of capture and how can we maintain the quality over the life of the data. We haven’t spent much time on this to date.... We need to be more purposeful about this in the future. The EIS is currently being reviewed for approval. (distributed Sept 24 – final reviewers = Sheila, Dave, Geri, Richard Lee)2. This fall, the INFO team is starting the EOI process for some of the enabling technologies it will implement including the Enterprise Data Warehouse and the Data Migration & Integration technologies. Data governance will also be launched in early fall.
[PURPOSE of the slide]To provide an image that contains all of the main elements within the INFO projectThis slide can be used to describe the entire project. [MAIN POINTS] INFO project will develop the Enterprise Information Strategy (EIS) Some strategies are new, others are refreshed to ensure they align with overall EIS. Data Governance will ensure ongoing alignment There will be an interim and ongoing Data Governance Group The governance group will include business and technology representation Data governance requires a shift in thinking and discipline IAA model requires shift from proprietary to standards based approach[POSSIBLE EXTENSIONS] Add examples in any of the areas based on the specific audience.
ExampleMarket Share penetrationOpportunityGP version - The opportunity ishere as we introduce new systems to capture it in a clean fashion and manage the data and information to keep it clean for our future use. The cost of cleaning up the data is very high, in the millions, so let’s improve what we do. DG Scope Defines data ownership Establishes standardizations Defines escalation path for resolving data conflicts
Effective data governance is essential to drive business value and minimize risk - Enterprise value should result from improved quality of service, decision making and risk mitigationKey success factors to consider when realizing the three aspects of value from Data & Information Governance include:Governance Model and ObjectivesAlignment of the Data & Information Governance Model within the overall ICBC INFO strategy and objectivesCommitment by the leadership to follow and support the Data & Information Governance ModelThe model is practical and efficientGovernance OrganizationClear governance ownership and accountabilities to meet business objectivesClearly defined structures, roles and responsibilities for all position levelsEffective use of cross-functional working groups to expedite effective decision-making; central body may still reserve endorsement or veto rightsAlignment to the organizational culture on autonomy, cooperation and complianceUtilization of existing governance bodies, particularly if operating successfullyIncorporation of existing corporate policies where applicableEngagement and ImplementationClear decision-making guidelines and protocols; escalation process for decision resolution proceduresConsistency in compliance enforcement; one lapse may imply that ALL governance can be ignoredOpenly shared information; governance process models and definitions are readily accessible to anyone who needs themEngagement of key stakeholders in decision-making processClear understanding of key stakeholders, core concerns, rationale for any resistance to changeDefined metrics partnered with a specific timelines for measuring progress
Where are we? And where do we want to go?Assessment made on the 5 dimension: Business Alignment / Organization / Principles / Practices / Enabling TechnologiesPrinciples:Data is not viewed as an asset. Data cannot always be trusted. Moving forward, data must be managed based on both risk and value to ICBC.Example: “Earned Premium” is a term that was not consistently defined across ICBC and was redefined with each project to implement a system referencing the term Definition of the term by the executive is achieved by consensusOrganization: ICBC’s data culture does not emphasize ownership and accountability and has resulted in lost opportunities, poor behaviors and ongoing systemic issues. Example: There are no roles accountable for data governance at ICBC Lines of business must manage data as best they can without clear guidance or supportProcess: There are no effective rules on how data is to be used or managed. It is not known what the cost has been of not having governance processes in place. Example: As data issues arise, they are addressed as a component of individual projects Measurement of data risk is based on anecdotal evidence and not systematically addressedTechnology: As legacy systems are replaced, a strategic vision should be in place to enable ICBC to leverage data as an asset Example: T: Drive originally designed to represent divisions and departments and access is granted on individual basis Current access model for T: Drive creates false sense of security and requires significant resources to process access requestsMATURITY DEFINITIONS1 AwareUnderstands the area and the capabilities that should be applied, but development of these capabilities has not yet occurred or is in its infancy.2 ReactiveImplementation or development of the area's capabilities are in response or to adapt to business pressures and needs as they arise (i.e., On-demand, Fire-fighting). 3 ProactiveImplementation and enhancement of the area's capabilities are collaboratively planned as projects and initiatives in conjunction with the business to address emerging or pending business needs. 4 ManagedOrganized process and practices exist in this area as part of an overarching information management program and governance framework to coordinate the planning and execution of projects and initiatives, inclusive with the efficient tracking of progress and performance measurement. 5 OptimizedCapabilities in this area contribute materially (and measurably) to enabling business transformation and efficiently adapting to business changes while providing maximum value in the managed deployment and development of information assets.
EXAMPLE – Branding ImageWe put a similar style of governance in place related to developing the “image” and consistent look and feel of our brand ….could not be done without some governance that guides our signage, brochures, websites, etc. Data governance is no different… the guidelines are there to help us reach or goal. -----------------------In INFO’s case it will be the Enterprise Information Model and a consistent use of terms
The intent of the image is to show that the interim group is focussing on the basics (guidelines and principles) and with iteration and maturity more things will be added and formalized (standards and policies, etc.) Rather than focus on a timeline progression, the maturation of the Data Governance Office will occur as capabilities and competencies are developedPale blue shading = practices, policies, measurement Darker blue = DG roles Grey = enabling technologies processes
NEW update from Richard – Oct 1 onwards - accumulate DG requestsNovember 15 - First council meeting isBefore end of year – goal to have 3 meetings[FYI - planning and orientation sessions to start in October for Team / Communications to start in Oct / Exec Training is Nov 7]EmphasizeBusiness & IS RepresentationBusiness Divisions will need to provide representatives, as required, to ensure their interests are considered in requests that could impact their area-----------------------------------------------------------NOTE: The 4 Portfolios Groups will need to have a representative identified that can dedicate 25% of their time to working with the DG GroupDG Scope Defines data ownership Establishes standardizations Defines escalation path for resolving data conflicts
EXAMPLE (from John V)Road Safety wants to prioritize investments and strategies, however, “main causal factors” in crash related claims is not currently collected. Therefore, we engage in time consuming analytical work to try and link claims and police data, and at the end we get a weak and unreliable linkage, with no credible conclusions that can drive strategic decisions
Speaking notesBe prepared to be flexibleCommunication, communication, communication Know your key messages and stakeholders – what do you want to tell people? Who? Proactively engage stakeholders – How will you engage them? When? Establish how broadly to communicate – Who needs to know what and when?
Data Governance as a Catalyst for Successful Business Transformation Richard R. Lee (ICBC) Director, Data Governance Office & INFO Project Farzin Ismail (Deloitte) Sr. Manager, Risk Management Practice
Agenda ICBC Overview 2014 Strategy and Transformation Program Business Information Project (INFO) ICBC’s Data Governance Journey Interim Roles and Responsibilities Deployment and Lessons Learned 1
About ICBC The Insurance Corporation of British Columbia (ICBC) is a provincial Crown corporation established in 1973 to provide universal auto insurance to B.C. motorists Mandatory and optional (Competitive) insurance products (P& C) Revenue >$3.6B >3 million policies written ~ 1 million claims/year processed Major investments in Road Safety Initiatives Also responsible for driver licensing, vehicle licensing & registration and toll/fee collection > 2.75 million vehicles registered > 3.1 million licensed drivers Tickets (contraventions), tolls & other fees collection Collects vast amounts of information and needs to manage it as an asset Information Management from an end-to-end view Data Governance as a core discipline
Business Information Project (INFO) The INFO project is responsible for developing an Enterprise Information Strategy and a Roadmap for ICBC to increase the benefit it receives from its information by: Enabling “timely fact-based decisions” Providinga“single version of the truth” Delivering an “enterprise view”of all information assets The INFO project is also responsible for implementing the core infrastructure, enabling technologies, business disciplines, and data governanceto make this goal successful 5
Data Governance Proactively manages data and information: quality, privacy, security & compliance and availability Lays the foundation for deriving meaningful insight from information through business applications and tools 8 Technology Business Joint Responsibilities
Benefits of Data Governance Data Governance Value EffectiveBusiness Improvement Risk Reduction EfficientCost Savings Leanness Standards Accuracy Compliance Relevancy Agility Availability Improve ICBC’s compliance profile by aligning processes & practices with operational or regulatory requirements Provide guidance on effective data mechanics and improve timeliness of information availability Standardize and improve enterprise wide processes and data to reduce non-value activities Enable increased responsiveness to emerging opportunities through coordinated management of data assets Establish consistent processes for monitoring and improving the quality and integrity of data and information Streamline the data capture process and enable LOBs to reallocate resources to higher value processes Coordinate the identification of data and information relevant to business decisions 9
● = ICBC Current Maturity ●= ICBC Desired Maturity 10 Data Governance Maturity Model
Setting the Tone for Data Governance 11 The word “Governance” conjures up different images in people’s minds We prefer to think of it as a way to guide decisions around enterprise information The Data Governance Office will help develop and maintain good quality information that can be shared across the company
Data Governance Progression Long-Term Mid-Term DG Policies Integration of
Short-Term DG Guidelines and Standards Interim Standing Committee for Privacy, Security & Compliance Extension of DG Office Expansion of Data Stewards DG Guidance Data Governance Office Data Quality Office Integration of : - Data Owners- System Architects - Business Owners DG Guiding Principles Data Stewards Data Profiling & Classification Data Cleansing & Performance Data Modeling Information Data 12
Evolution of Data Governance 13 Data Governance Strategy Long term Short term Mid term Center of Excellence driven DG Data Steward Servicesdriven DG Corporate Strategy driven DG Data Management Foundation Information Management Foundation Knowledge Management Foundation Integrated DG Driving Corporate Value DG Service Deployed Non-Intrusive DG Deployed
Data Governance Definitions Data Governance Office – an organizational entity responsible for facilitating and coordinating Data Policy, Data Stewardship and/or Data Performance as services for ICBC Interim DG Group – a temporary committee to provide DG guidance to in-flight or future projects DG Terms of Reference (ToR) – the protocols by which the Interim DG Group will operate 14
Data Governance: Support for Projects The Interim Data Governance Office (DGO) will reduce project risks by ensuring that decisions about data and information are made to support: A consistentview across the enterprise, A single version of the truth, An alignment with insurance industry standards e.g. IBM IAA, ACORD, IDMA
Data Governance in Action Goal The Data Governance Office will review requests for new data to be captured to support analysis that has strategic importance and cross divisional impact Request Example Road Safety wants to prioritize investments and strategies, however, a critical piece of information (“main causal factors” in crash related claims) is not currently collected Role of Data Governance Data Governance will make a decision about this request after considering enterprise wide impact and alignment with the Enterprise Information Model 16
Data Governance Guiding Principles Data Governance Guiding Principles set out high-level considerations for analyzing and evaluating alternative courses of action There is one foundational principle (“Information is an Asset”) and twelve subsequent principles The style used to articulate the principles aligns to the style used for ICBC’s Technology Alignment Strategy 24