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Data stewardship a primer

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A Presentation on Data Stewardship & Data Advocacy - the Benefits and Advantages of Implementing a Data Strategy for Businesses originally presented to the Directorial Team at Business Link North West and the North West Development Agency

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Data stewardship a primer

  1. 1. The Business Performance Index – An Explanation Ged Mirfin, Chief Data Officer, Business Link Northwest Data Stewardship & Data Advocacy: An Explanation
  2. 2. “60% of Public Sector Organisations around the world think that inaccurate and incomplete data costs them money in terms of wasted resources, lost productivity and/or wasted marketing spend” “The impact poor data management has on your organisation” QAS Experian International Research White Paper September 2005
  3. 3. “Business users are rightly intolerant of new systems that are delivered filled with rubbish data and may even fail to adopt the system. It’s like investing in a new sports car, filling it with the oil and fuel drained from your old vehicle, and then wondering why it fails to perform as it did on the test drive.” (Source: PricewaterhouseCoopers)
  4. 4. The Gartner View • Biggest contributory factor in “outright failure” CRM is lack of process ownership. • The problem is nobody owns it. When CRM cuts across different departments it breaks down at the interface between different departments. There's no understanding of the end-to-end process. • No helicopter overview. • Therefore no CRM “grand strategy”.
  5. 5. Data Stewardship Creation of a formalised management structure including systems, processes and the establishment of standards. Accountability for the processing of data throughout the business was designed to increase operational effectiveness, promoting “data” and its use into a highly valued “strategic asset”
  6. 6. Who owned BLNW Data? • Marketing • Operations • Brokers • IT • CRM Manager • M. I. Team • Business Improvement
  7. 7. Who had ultimate “ownership” of BLNW Data? • Everyone and No-One • Everyone had responsibility for their individual piece of the jig-saw • Devolved Control of the Management of Data was dispersed throughout the Business • This led to anarchical and fragmented decision-making and ineffective quality control mechanisms • No one Individual or Team was in charge
  8. 8. The Gartner View “The challenge of poor data quality presents a vicious circle. If business users don’t trust the existing data in a system, they take less care themselves when entering new information, which only compounds the data quality problem. With data being recognised as an organisation’s second most valuable asset, and poor data quality losing organisations up to a quarter of their revenue, this is a topic that cannot be ignored.”
  9. 9. Data Governance –Ensuring Data Quality, Data Acquisition & Reporting Structures and Processes for Management & Storage of Data as a Strategic Asset Maintaining Data Integrity & Measuring Data Quality Placing Data at the very heart of BLNW activities Data Stewardship Data Team -Data Strategy Data TQM
  10. 10. Data Strategy • Identifying ways to improve current data • Searching the market for external data that can further enrich current dataset • Establishing a programme for managing suppliers. • Monitor the quality of this data. • Implementing effective control procedures. • Apply change management processes. • Measure the impact of data. • Establish review processes.
  11. 11. Issues Encountered At O2 -Focus at Executive Level -Wider Organisation Buy In removal of accepted norms -Addressing Director Silo Culture -Gaining Agreement for Information Ownership -Sheer Volume and Complexity of Data -Agreement on Change in Organisational Structure and Process and Reallocation to Corporate Resources Directorate -Sufficient Power Vested in Project Team to Ensure Delivery of Project Form a powerful team with a real remit to make the change happen -Recruitment of Experienced Specialist Contractor “Developer” Resource -Proving the Business Case and Obtaining Funding Issues Encountered At BLNW
  12. 12. Communicating the Benefits of Data as a Corporate Asset – the Advocacy Approach “Selling the vision for data for the business going forward.” • Evangelical approach to the adoption of Data internally by publicising Data Issues • Developing effective working relationships with key data users and the ICT team to develop performance management solutions. • Actively pursue collaborative and cohesive working relationships with all internal personnel.
  13. 13. Key Stakeholders Marketing Build increased penetration amongst service users through improved segmentation and targeting Operations Improve take- up of intensive assists for Broker Team by increasing lead generation Executive Meeting of Strategic Priorities: To be recognized as the leader on regional business intelligence and playing a vital role in informing business support policy making Cluster Orgs. Make definitive pronouncements about the effectiveness of BLNW services delivered to the NW Business Community including Membership & Cluster Orgs, Local Councils, Politicians & Opinion Leaders “Advanced Customer Segmentation” “Vastly Improved Lead Quality” “Delivering Strategic Priorities” “Sharing of Key Data across the Region” NWDA Provision of relevant and up-to-date information on emerging business trends allowing the NWDA to service requests from Government, Political Parties & Lobbying Orgs “One Version of the Truth” The Business Support EnvironmentINTERNAL EXTERNAL
  14. 14. Impact Analysis – Key Achievements to Date • Marketing: Dramatically Improved Response Rates from Direct Marketing Activity • Has allowed BLNW to Build increased penetration through improved segmentation and targeting • Achieved 14.29% conversion rate rate from Large Scale Direct Mail Activity (35,000) – c.5,000 new users over a 2 Month period • Operations: Has given Adviser Teams Access to High quality Leads in Increased Volumes • Has Improve take-up of intensive assists for Broker Team by increasing lead generation – Diaries of Advisers full • Access to a Much Wider Universe of Businesses than previously allowing BLNW to widen the net • Executive: Strategic Priorities: Recognized as the leader on regional business intelligence and playing a vital role in informing business support policy making • Enhancement both Reputation and Policy Influencing Role of BLNW within Business Support Community  Business Support Community Partners & Stakeholder Orgs: Has allowed BLNW to Make Definitive Pronouncements about the effectiveness of its Services to the NW Business Community including Membership & Cluster Orgs, Local Councils, Politicians & Change Architects • Has allowed BLNW to contextualize the impact of its service delivery with robust evidence • Benchmarking effective performance and identifying gaps • In return has allowed Business Support Community Partners & Stakeholders to consider their own activity whilst providing effective specific Business Support in their Geography/Sector • Northwest Development Agency: Provision of relevant and up-to-date information on emerging business trends allowing the NWDA to service requests from Government, Political Parties & Lobbying Orgs • BLNW Data recognized as the Primary Source of Business Intelligence in the Northwest Region • Creation of Rapid Response Framework with BLNW Data Warehouse(s) at Core • Delivery of Strategic Business Trend Data to Key Decision-Makers have become Key Forecasting Indices • Data at this level of granularity is available to no other RDA
  15. 15. Who wanted to know what? Everyone had an opinion but NOBODY had the facts • NWBL had a significant set of operational targets for Y1 of its operation • Certain members of the business support community in the North West felt challenged by BL Interested Parties Local Regional By Sector By Theme By Team Team Member NWDA Government Cluster Organisations Geographic Orgaisations Local Operations Management Marketing Business Development Information Type - Performance
  16. 16. BLNW are uniquely placed to deliver market intelligence Aim: Change from Anecdotal & Judgmental to Evidence-based Decision making Experience- influenced Evidence- based Opinion-based Evidence- influenced Experience Evidence / Information
  17. 17. The Advocacy Model Build Data Coalition: Communicate the Benefits Internally Creation of Database – customers – internally focussed BL Management and internal data consumers Value Chain for the North West Business Data Universe First Phase - Create
  18. 18. The Advocacy Model Internal Sector specialists and cluster management teams First interaction with third party data consumers and political oganisations Data becomes more relevant for decision making bodies Second Phase – Sell Benefits
  19. 19. Internal Geographically dispersed bodies require data to confirm Business support activities or to quantify the impact of future plans and policies Data becomes more relevant for decision making bodies Sector The Advocacy Model Third Phase – Build Dependency
  20. 20. What happened after we shared the data? Lancashire Economic Partnership Major Input into Economic Downturn Report for 4Northwest Collaborative Reporting and Shared Input into Policy Making West Lancashire District Council Report on SoHo Businesses across the Borough, Profiling of Industry Sectors and provision of Data on Plastics Manufacturers. Informing Policy Making The Mersey Partnership Cross LA Report on Commercial Risk Position at Sub- Regional Level and Insolvency Rates Benchmark Reporting Manchester City Council Ward level Reporting on Commercial Risk and Insolvency Rates amongst Businesses in Manchester to identify and market to Businesses in need Supporting Data Driven Decision Making Liverpool Vision Testing of criteria to inform delivery of Business Support Activity designed to render assistance to struggling retail Businesses Data Driven Marketing to effect the optimum delivery of Public Funding available to support struggling Businesses and that its impact can be effectively measured The Commission for the New Economy (Manchester Enterprises) Cross Local Authority View of Commercial Risk, Insolvency and Businesses by Size and Turnover Top Down versus Bottom-Up view of Policy Making to identify severity and concentration of impact upon Businesses of both the recession and policy Bolton Council/Business Bolton Profiling of Large Businesses by Employee Nos. to identify Businesses in Above Average or High Commercial Risk Bands Segmentation to drive Collaborative Direct Marketing Activity to deliver Business Support to deliver policy impact – in this case ameliorate the impact of unemployment Cumbria Vision Sub-Regional View of Business Performance across all 6 Local Authorities Provision of Data where none existed previously and the development of shared analytical resource facilities to meet analytical resource deficiencies – in this case the Cumbria Observatory.
  21. 21. Internal Local hierarchy of business support functions demand input to decision making and assessment of economic impact. Data becomes more relevant for decision making bodies Sector Geography The Advocacy Model Fourth Phase – Widen User Base
  22. 22. Internal Demand for joined up information sources and “one version of the truth” among all business support organisations. Tie together regional strategy and delivery with a system of quantifiable evidence based results Data becomes more relevant for decision making bodies Sector Geography Local The Advocacy Model Fifth Phase – Consolidate Business Intelligence
  23. 23. Internal Regional Data can be used to challenge and improve National directives. Involve regional factual data in National extrapolation. Data becomes more relevant for decision making bodies Sector Geography Local Regional The Advocacy Model Sixth Phase – Influence National Agenda

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