The first of seven components introduces the new information approach for the information age. The remaining components are available on request by contacting Mark at mark@infosightpartners.com

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A new Information Approach for the Digital Economy
Welcome to the Exponential Age
Refocusing the management of information assets in the digital economy
Potential ValueBusiness Processes Information
Achieved
Value
Raw Data

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• Welcome to the Exponential Age
• Managing Information as an Organizational Asset
• Measuring the value of Information Assets
• Organizing to Manage Information Assets in the Digital Economy
• Governing Information Assets Differently
• Orchestrating the valuation of Information Assets in the Digital Economy
• The Journey to Managing Information Assets in the Digital Economy
Sections

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•In 1998, Kodak had 170,000 employees and sold 85% of all photo paper worldwide. Within just a few
years, their business model disappeared and they went bankrupt. What happened to Kodak will happen
in a lot of industries in the next 10 year, and most people don't see it coming. Did you think in 1998 that
3 years later you would never take pictures on paper film again?
•Yet digital cameras were invented in 1975. The first ones only had 10,000 pixels, but followed Moore's
law. So as with all exponential and disruptive technologies, it was a disappointment for a while, but
within a few short years became mainstream.
•It will now happen with Artificial Intelligence, health, autonomous and electric cars, education, 3D
printing, agriculture and jobs. Welcome to the 4th Industrial Revolution. Welcome to the Exponential
Age.
•The ability to wield information will disrupt most traditional industries in the next 5-10 years. Uber’s
product is excellence in managing information. Uber is the biggest taxi company in the world, yet does
not own cars, they own information. Google and Amazon manage information. Airbnb is now the
biggest hotel company in the world, although they don't own any properties, what they own is
information.
Welcome to the Exponential Age
Uber, Google, Amazon and
Airbnb manage
information assets
Are You Ready?

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• The world has changed, it started with companies who had products that lived in the digital ecosphere, like
Google, Adobe, Yahoo and others, but has become mainstream for all companies, and has caused a level of
disruption that is seen only during periods of great shift. We are in one of those periods. Some examples of this
shift are easy to spot.
• Not so long ago, the primary vehicle for sharing the written word was books and postal services. This business
has been disrupted where email, the replacement for much postal services, is being displaced with Facebook,
Instagram, test messages and a host of other services. The primary cost of a printed book was always the
production of the book where it was printed, stored and distributed. Today, the printed book is in the midst of
being disrupted through electronic distribution services, where the buyer can either read the book electronically
or print it at their leisure. Of course, not having to distribute books as often has drastically reduced the need for
sharing books using a media service from post offices.
• On the very near horizon is the emergence of digital services for automobiles (that is here already), smart home
services and a host of other devices all of which will consume digital services and all of which will either
participate through a mobile hub or have a digital identity (phone number) of their own. These services not only
know who you are, but where you are. The consumer is more informed than ever before, with a variety of
sources specifically devised to deliver targeted content to the consumer. The means to interface the consumer
has changed forever.
This level of Interruption is not an outlier
Uber, Google, Amazon
and Airbnb manage
information assets
Are You Ready?

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• The touch points to the consumer have changed with a variety of services delivering information to the consumer with
hopes of obtaining referral income from your digital transaction. Sometimes they will even use information that you
made available to them to help them direct consumers to do business with you. This can be content which shows
products you sell in a favorable light to competitive products or bundled products which make a transaction more
enticing.
• If you booked a hotel or used some other reservation system recently, you have noted a large number of services who will
share potential reservations with you, many know who you are without your entry of any information. They have
partnered and have shared a community of information with a desire to direct referral income their way.
• But the one item that will negate this referral is incorrect or out of date information about the consumer. If the
consumer’s name is misspelled, they will take note of that. If they moved and you had the wrong address on file, they
will take note of that. And all of this impacts their willingness to complete the desired digital transaction.
• If digital transactions do not take place, then referral income does not take place, resulting in partnering organizations
looking elsewhere for referral income. This information you have shared has a direct value in the achieved digital
transaction, but few are equipped to measure it.
The age of consumerism requires you to get consumer information right
Uber, Google, Amazon
and Airbnb manage
information assets
Are You Ready?

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The high speed of business change in the marketplace,
thanks to the digitization of most markets requires a
very fluid information fabric tightly aligned with the
processes that use it by the actors who execute the
processes.
Few if any companies are equipped to deal with this
level of upheaval.
To complicate matters, the time it takes to identify,
model and publish information for this new world order,
which is ill equipped to handle the speed of the
marketplace.
It is not that the processes cant handle the rapid flow,
it’s that they are focused on what is aligned and the
clutter that is not aligned nor capable of producing any
value.
Left without change,
the process actors will
have a choice:
Slow down processes to
identify, validate and
use information
Introduce risk by using
information that may
indeed be noise to the
process
Have data scientists
perform the data to
information
transformation
Use information but
make decisions based
on what “feels right”
Few if any companies are equipped to deal with this
level of upheaval.
The high speed of business change in the marketplace,
thanks to the digitization of most markets requires a
very fluid information fabric tightly aligned with the
processes that use it by the actors who execute the
processes.
To complicate matters, the time it takes to identify,
model and publish information for this new world order,
which is ill equipped to handle the speed of the
marketplace
It is not that the processes cant handle the rapid flow,
it’s that they are focused on what is aligned and the
clutter that is not aligned nor capable of producing any
value.
The SolutionThe Solution
©InfoSightPartners,2016,AllRightsReserved
Slow down processes to
identify, validate and
use information
Introduce risk by using
information that may
indeed be noise to the
process
Have data scientists
perform the data to
information
transformation
X
X
X
Use information but
make decisions based
on what “feels right”
X

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The ability to wield information is a key differentiator
Data Information
Organization
Aligned to sources to optimize drill back
to source data
Aligned to business processes that
consume the information
Governance
Resolve definitional conflict, prioritize
reference data & metadata initiatives
Eradicate resistance to using
information in business processes
Clutter
Improve the analysis capabilities to be
able to find identified patterns
Eradicate clutter through a number of
techniques
Context
Provide context to data warehouses,
subject data marts and analytic models
Provide context specific to information
as it will be used in business processes
Most organizations manage data and organize it so it can fit a large number of analytical needs. They do not manage
information, which is organized to be consumed by business processes specifically devised to deliver on a value proposition.
It is for this reason that information is heavily utilized for reporting, basic analysis and Business As Usual (BAU) situations,
leaving process actors to corral their own information in Non-BAU and disruptive situations.
The new approach for managing information mandates migration from a storage paradigm to a usage paradigm

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Most organizations do not have the means to ensure
alignment of information to process. Without this
alignment, the availability of information, not misaligned
data, will be haphazard.
Governance is often focused in most organizations on sourcing
of data, not the usage of information. It is the information
that creates higher value that governance should be
concerned in improving. Governance is focused on internally
available information, but higher value uses of information
(i.e., disruptions) are rarely identifiable from information
available internally.
The machinery is devised to store everything in a “Prego, it’s in
there” warehouse. Having a warehouse does little if anything in
ensuring alignment. Big Data makes things worse.
Few if any organizations are in a position to measure the
consumption of information. They are focused on producing
he source and count on the actors of business processes
figuring out how to align information with process.
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Internally Sourced Data, storage organized
Internally Sourced Data, usage organized Market Sourced Data, usage organized
Market Sourced Data, storage organized
Information made available to analysts is tightly
controlled and published from internal
production applications.
To facilitate drill through to data, the
organization of data is tightly coupled to the
data sources and data owners of the
applications souring the data.
Information internally and externally sourced
goes through a transformation process which is
regularly updated to align to the current
portfolio of business processes which yield the
value propositions of business models.
Transactional internal data and heard and
learned inferences are synthesized to meet the
needs of business.
Information made available to analysts is
consumed from sources outside the
organization. While transaction data is
important, the data made available from outside
the organization (heard and learned inferences)
is much more prized than the introspective
information available from internal transactional
systems. Information is stored by the source of
the data.
Internal, mostly historical, master and reference
data are used to derive directional guidance to
identify anomalies from internal transaction
streams. The organization of the results are
aligned to processes which yield the value
propositions of business models.
Data lineage is stored to meet the needs of drill
through because data organization does not
align to sourcing.
Typical Drivers
Data Scientist
driven
integration
Data Lineage
Information
Usage
Resistance
Typical Drivers
Data Quality
MDM
Data Lineage
Typical Drivers
Information to
Business Model
Alignment
Information Gap
Remediation
Information
Usage
Resistance
Typical Drivers
Social Media
Log Analysis
MDM
Data Alignment
Clutter Mgmt
Which most typically represents your management of information
Typically Blindsided by disruptions
Typically Exploits Disruptions
The Four Quadrants of Information Management
TargetQuadrant
TypicalITDrivenQuadrantTypicalCAODrivenQuadrant
Typically Late to Disruptions
Thrives in disruption, but not stable markets
OpportunisticQuadrant

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• Welcome to the Exponential Age
• Managing Information as an Organizational Asset
• An approach to measure the value of information assets
• The leadership roles required to manage information differently
• The shifted focus in Governance
• Ensuring the process is sufficiently repeatable and predictable to stand up to an audit
• The Journey to Managing Information Assets in the Digital Economy
To be addressed in migrating to a Information Management approach
Approach
Strategy
Measure
Organize
Govern
Orchestrate
Journey

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Thank You
Q & A
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InfoSight Partners’ mission is to facilitate the journey companies take to
gain focus into the value of their information assets.
Once this journey is started, a new approach to managing the
organization’s information assets gains clarity.