Why Effective Information Governance Is Critical

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CIOs, chief data officers (CDOs), senior business leaders and information leaders within organizations are increasingly exploring how the pool of customer data can help them gain competitive business advantage. New opportunities are being afforded by the continuing increase of social networking and mobile interaction, coupled with the acceleration in information enabled by cloud-based technologies. Such opportunities, however, are hard to leverage unless steps are taken to establish an effective, cohesive and risk-aware information governance framework.

Review this presentation and learn how establishing an information governance framework will allow your organization to establish new sources of revenue, improve customer engagement, manage risk and increase efficiency of business operations. Find out what your peers in leading organizations are doing to evaluate organizational readiness to establish consistent governance and control across customer information.

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Why Effective Information Governance Is Critical

  1. 1. Why Effective Information Governance Is Critical Andy Reid, Product Marketing Manager Aaron Wallace, Principal Product Manager
  2. 2. 2 What you’ll learn… The Case for Information Governance Enabling the Business Steward Case Studies: Business Driven Information Governance Preparing for Business Driven Information Governance
  3. 3. The Case for Information Governance
  4. 4. 4 Why do we have so much returned mail? Our services response units are inefficient Who is the customer on the phone? Why are we getting audited? What do I need to know to provide personalized service? The data in our Data Warehouse is not reliable My response rate is less than 1%, why? Why are we getting duplicate statements? Bad Information = Bad Decisions
  5. 5. 5 Information Governance Improves… Risk ManagementCustomer Engagement New Business SuccessOperational Effectiveness
  6. 6. 6 ` “Good morning Mrs Wells. I managed to get those spices you like to use. Will your husband be needing anything for his trip next week?” Remember when shop keepers knew who you were? Your customers still expect that
  7. 7. 7 Managing Customer Information is Key for Competitive Dominance Source: Forrester Research – Competitive Strategy in the Age of the Customer, 2011
  8. 8. 8 Knowing your customer depends on reliable data which can be achieved with a Business Driven Information Governance approach.
  9. 9. 9 Why you need to consider it Source: October 10, 2013, “Technology Management In The Age Of The Customer” Forrester report
  10. 10. 10 Information Governance is an intrinsic part of Data Management > The 360 degree view of your customer
  11. 11. 11 11 Source: Gartner Predicts 2014: Information Governance and MDM Are Critical for Digital Transformation, 22 November 2013, Saul Judah, Bill O'Kane, Andrew White, Ted Friedman, Debra Logan Gartner predicts Gartner predicts information handling and risk management will emerge as primary challenges to effective enterprise information governance and master data management in the near to midterm.
  12. 12. 12 What Types of Risk? Misused Data • Sensitive material used for advertising • Passed on to third parties? Stolen Data • Credit Card Details Corrupt Data • Wrong Addresses • Delivery to wrong customers Lost Data • Poor customer service Didn’t you ask me this last time I called? Didn’t you ask me this last time I called?
  13. 13. 13 13 of organisations have well established adoption or are on their way towards it. Source: Good Riddance to Bad Data: Data Governance Gains Momentum – Deloitte LLP Information Governance is Well Underway
  14. 14. 14 According to Gartner Information Governance is the specification of decision rights and an accountability framework to ensure appropriate behaviour in the valuation, creation, storage, use, archiving and deletion of information. It includes the processes, roles and policies, standards and metrics that ensure the effective and efficient use of information in enabling an organization to achieve its goals. Source: Gartner Seven Best Practices to Make Information Governance Work, 13 November 2013, Svetlana Sicular
  15. 15. 15 Your Information Governance Strategy should be related to the business goals, outcome focussed, risk aware, And therefore business driven
  16. 16. 16 Technology People Processes Policies
  17. 17. 17 Key Points Information Governance improves business performance and protects against risk Success if driven by a deep knowledge of the customer The risks of managing customer information can be mitigated with a solid Information Governance strategy It’s about people, process and polices Technology is the enabler
  18. 18. Enabling The Business Steward
  19. 19. 19 Business Stewardship • Enable Business and IT collaboration • Review and Resolved Data issues in context of business process • Avoid overwhelming business users with issues best handled by Data Stewards • Focus on key business or quality KPIs • Gain much needed visibility of information quality independent of MDM • Monitor governance rules for special exceptions and conditions
  20. 20. 20 Demonstration Overview • Dataflow Designer Building a job Matching processes Working with business to define quality rules • Data Steward Working with Dataflow Designer to define rules Manage remediation process Define Key Performance Indicators Monitor dashboard
  21. 21. Case studies: Business Driven Information Governance
  22. 22. 22 Fixing erroneous claim submissions took too long Hard to identify ways to speed up the process & KPI’s to track for making the process less error prone Set up governance policies (business rules, security & access rules, notification) for the claims process Reduced the # of manual validations Provided an inutitive way for business stewards to interact with claims for edits & approvals. Optimizing Claims Processing • Capturing trends to set KPIs for the business to improve its processes & training needs • Fast & efficient claims processing leading to overall customer satisfaction • Improving employee productivity Solution Challenge Benefits A leading property, casualty and speciality insurance corporation
  23. 23. 23 Application modernization effort revealed poor data quality in source systems Need for ensuring citizen names are accurate and up to date while eliminating duplicates Implemented sophisticated name parsing, matching, and standardization Established rules to raise exceptions in the name parsing process Enabled team of business users process and remediate exceptions as needed Optimizing Data Quality • More accurate data transitioned to target system • Additional improvements with application migration • Higher employee productivity Solution Challenge Benefits A large state agency with millions of citizen records
  24. 24. Preparing for Business Driven Information Governance
  25. 25. 25 On-going Executive Support is essential to the success of the initial project, and for Information Governance to become part normal business practice.
  26. 26. 26 Two Types of Roles are Critical Strategic • Sponsorship • Operationalizing the IG strategy • Setting goal and time frames • Managing funding issues • Ensuring on-going engagement of stakeholders • Coordinating activity of operational roles (both business and IT) Source: To the Point: A Balanced Approach to Information Governance, Ted Friedman, Gartner Analyst
  27. 27. 27 Two Types of Roles are Critical Strategic • Sponsorship • Operationalizing the IG strategy • Setting goal and time frames • Managing funding issues • Ensuring on-going engagement of stakeholders • Coordinating activity of operational roles (both business and IT) Operational • Information stewardship • Enactment of information governance policies • Daily, on-going monitoring, tracking and resolving of issues • Influencing of peers • Providing input to decision-rights holders Source: To the Point: A Balanced Approach to Information Governance, Ted Friedman, Gartner Analyst
  28. 28. 28 Two Types of Roles are Critical Strategic • Sponsorship • Operationalizing the IG strategy • Setting goal and time frames • Managing funding issues • Ensuring on-going engagement of stakeholders • Coordinating activity of operational roles (both business and IT) Operational • Information stewardship • Enactment of information governance policies • Daily, on-going monitoring, tracking and resolving of issues • Influencing of peers • Providing input to decision-rights holders Source: To the Point: A Balanced Approach to Information Governance, Ted Friedman, Gartner Analyst
  29. 29. 29 29 Getting Started Define Business Objectives Assess Readiness Obtain Executive Sponsorship Plan Build the Team Agree on a common language Agree the Governance Objectives Act Refine Evaluate Success Execute Build Information Policies Implement Polices and Technology Feedback
  30. 30. 30 30 What you need › Right People •Team from across the business › Right Policies •Outcome focussed › Right Processes › Executive Sponsorship › Appropriate Measurement › High Performing Technology
  31. 31. 31 Questions?
  32. 32. 32 Thanks for attending Follow-Up Resources • Presentation file • Webcast recording • Forrester Research report: Can You Give the Business the Data that It Needs? • MDM Institute White Paper: Apply MDM + Big Data to Build a Complete Customer View Upcoming Webcast • “Knowledge Graphs for Next Gen MDM” (April 9)
  33. 33. 33 Over 40 GIS/location intelligence sessions and workshops • Hands-on tech labs • Real-world customer results • Product deep-dives • Trends and best practices • Industry keynotes Register: www.mapinfouserconference.com Get the latest conference news on Twitter via hashtag #MapInfoUC and follow us @MapInfo

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