Increasing Your Business Data and Analytics Maturity


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For a few years now, companies of all sizes have been looking at data as a lever to increase revenues, reduce costs or improve efficiency. However, we believe the power of using data as a strategic asset is still in its early stages. One of the main reasons for that is business leaders still do not understand that the data & analytics maturity should be seen as a long time journey and an evolving enterprise learning. This webinar will present some key points on how data management leaders can succeed in their mission by sharing some practical experiences.

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Increasing Your Business Data and Analytics Maturity

  1. 1. Mario Faria 1 Increasing Your Business Data & Analytics Maturity Mario Faria and Luisa Recalcati July 10th, 2014
  2. 2. Mario Faria 2 The Presenters Mario is one of the first Chief Data Officers in the world, leading teams focused in Data Monetization, Data Quality, Data Governance, Operations, Architecture and Analytics. Currently he is the head of CDO, Inc, advising companies to cross the "data & analytics chasm". Luisa is a technology executive with proven success directing high profile programs. Experienced in Data Management and Enterprise Architecture, CRM, and Advanced Metadata Repository. She joined Microsoft in 2007 and currently works in the Microsoft IT department as an Enterprise Architect.
  3. 3. Mario Faria 3 Increasing Your Business Data & Analytics Maturity Mario Faria @mariofaria
  4. 4. Mario Faria 4
  5. 5. Mario Faria 5 “The balance of power in the 21st century is influenced by the ability to leverage information assets” – Gwen Thomas, CEO of The Data Governance Institute
  6. 6. Mario Faria 6
  7. 7. Mario Faria 7 Jim Moran, 10 days in 1947
  8. 8. Mario Faria 8 Data & Analytics Goals • Explain the past • Predict the future
  9. 9. Mario Faria 9 Data & Analytics is about • People • Technology • Processes • Modeling • Analytics • Communication • Decisions • Actions A data-driven culture is a disruptive factor for entire industries
  10. 10. Enabling Culture Change and Becoming a Data Driven Organization
  11. 11. How to promote Business Maturity through Data & Analytics ?
  12. 12. Mario Faria 12 Is it possible to promote Business Maturity using Analytics, or is it the other way around? • Your company must have some Business Maturity to take a step and start using Analytics. • When you if take the path of using the right people, good technology, proven methodologies and changing the current processes, you will gain more Business Maturity. • After you have gained more Business Maturity, naturally you will start to evolve to more complex Analytics usage • It is a self-promoting system following exactly the Deming PDCA method
  13. 13. Mario Faria 13 A data & analytics team is responsible for transforming data assets into competitive insights, that will drive business decisions and actions, using people, processes and technologies
  14. 14. Mario Faria 14 Managing Data & Analytics Teams • Focus on the execution • Well-defined and realistic scope • Put all activities on the schedule • Budget control
  15. 15. Data & Analytics is quite easy Changing behavior and culture is extremely hard to achieve
  16. 16. Is your organization ready to change ?
  17. 17. Accessing the data maturity level of your organization
  18. 18. Sample - Data Management Maturity Summary 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Data Management Strategy Communications Data Management Function Funding Model Business Case Governance Management Business Glossary Metadata Management Data Requirements Data Lifecycle Management Provider Management Architectural Approach Architectural StandardsData Management Platform Data Integration Historical Data Data Quality Strategy Data Profiling Data Quality Assessment Data Cleansing Configuration Management Measurement and Analysis Process Management Process Quality Assurance Risk Management Data Strategy Data Operations Data Platform Data Governance Data Quality Supporting Processes
  19. 19. Implementing the change
  20. 20. Strategic Enterprise Architecture Microsoft IT Data Management Maturity Data to match the business velocity and accelerate the organization’s evolution towards Real-Time Enterprise! Luisa Recalcati Enterprise Architect
  21. 21. Strategic Enterprise Architecture  Microsoft IT Transformation to Real-Time  The Microsoft IT Landscape  Integrated Data Management (IDM) Initiative  IDM Goals and Objectives  IDM Results and Recommendations  Recommendations and Implementation [ 2 ] Agenda
  22. 22. Strategic Enterprise Architecture Business Processes People Information Technology [ 3 ] The Real Time Enterprise Processes achieve business results People make decisions Technology speeds the delivery of information Decisions are driven by Information Virtually everything in business today is an undifferentiated commodity, except how a company manages its information. How you manage information determines whether you win or lose. – Bill Gates
  23. 23. Strategic Enterprise Architecture[ 4 ] The Microsoft IT Landscape Enterprise First & Best Program
  24. 24. Strategic Enterprise Architecture[ 5 ] Microsoft IT Transformation and Data Management (IDM) Matching the Business Velocity Enable a fast and consistent view of service, product and operational data across the business  Generate Integrated Data Management Capability Strategy  Design Integrated Data Management Operating Model, Standards, & Tools  Drive Integrated Adoption and Measure Impact
  25. 25. [ 6 ] Establishing a Common Data Management Language CMMI Data Management Maturity Model
  26. 26. Strategic Enterprise Architecture[ 7 ] Timeline for Integrated Data Management Project In partnership with the CMMI Institute Internal and external assessments leveraged our subject matter experts while providing an objective, outside-in view DMM Available Internal Assessment Assessment Validation Internal Recommendations CMMI Assessment CMMI Recommendations Capability Enablement Plan CMMI/Microsoft IT July 2012 Sept-Dec 2012 Nov. 2012 Jan-Mar 2013 Mar-Apr 2013 May 2013
  27. 27. Strategic Enterprise Architecture Performed Managed Defined Measured Optimized Level 1 Ad-hoc processes. Emphasis on data repair . Transitory improvements. Formalized processes. Infrastructure supports at business unit level. Clearly defined roles and responsibilities. Established processes, improved over time. Tailored to meet specific needs predictably and consistently. Established metrics. Variance management across the process lifecycle. Processes are improved on a continuous basis and advocated at the executive management level. Level 2 Level 3 Level 4 Level 5 [ 8 ] Maturity Levels Related to Real Time Data Batch Enabling Capabilities Real –Time Competitive AdvantageVelocity Operational Effectiveness
  28. 28. Strategic Enterprise Architecture[ 9 ] Success of the Assessment Through Collaboration Business and IT Cross-Functional Team  Business priorities  Pain points  26 CMMI Institute Recommendations Operations Sales, Marketing, Services Microsoft IT Business Units
  29. 29. Strategic Enterprise Architecture Data Management Operations Platform & Architecture Data Quality Data Governance Data Management Strategy [ 10 ] CMMI Assessment Recommendations • Unified effort to maximize data sharing and quality • Monitor and measure adherence to data standards • Top-down approach to prioritization • Up-stream error prevention • Common Data Definitions • Leverage best practices for data archival and retention • Maximize shared services utilization • Map key business processes to data • Leverage Meta Data repository • Integrate data governance structures • Prioritize policies, processes, standards, to support corporate initiatives
  30. 30. Strategic Enterprise Architecture[ 11 ] Accelerating Data Management at Microsoft Create Enterprise Data Management Board Scorecard Data Management Capability improvements Enterprise-wide Data Management Program and Strategy Prioritize Data Management initiatives in alignment with the business priorities. Reduce cost of Data Repair and invest in Quality at the source Audit Data Quality for a small but critical data set across multiple data stores Strategies Expected Results Build on Strengths!
  31. 31. Strategic Enterprise Architecture[ 12 ] Capability Enablement Plan Strategy Quality Implementation Governance Shared Vision focused on core data that meets business objectives Redesign and implement Business Process with standard data controls Baseline core data quality in terms of business value Data Governance Structure for Core Data
  32. 32. Strategic Enterprise Architecture[ 13 ] Data Management Board – Unifying Governance Capability Management Steer Co Business Enablement Steer Co Enterprise Data Model Steer Co Data Quality Steer Co Data Management Board EDM Governance & Management Enhancement DM Capabilities Operational Data Issues & Data Certification Business Demand, Strategy, and Issues Aligning IT to Business Strategy requires coordinated processes through tiers of IT governance scope Collaboration
  33. 33. Strategic Enterprise Architecture  In the world of Digital Experiences, Data Management is a pillar of effectiveness  DMM is a key framework to facilitate the Real-Time Data Management journey  Active participation of cross-functional teams from Business and IT is key for success  Employee education on the importance of data and the impact of data management is a good investment  Build on Strengths! [ 14 ] Key Lessons Microsoft IT Annual Report may be found at:
  34. 34. Strategic Enterprise Architecture Thank you [ 15 ]
  35. 35. Strategic Enterprise Architecture
  36. 36. The debate