*This presentation was originally delivered at Data Governance and Information Quality Summit 2016. One consistent best practice for success from digital leaders is to have an information strategy that directly maps to business capabilities and goals. Learn the 3 essential steps for creating that strategy and establishing information leadership. Information success is less about managing and more about leading

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3 Essential Steps to Deliver Information Governance Success
Through Strategy & Leadership
Data Governance and Information Quality Summit 2016

2. Three Essential Steps
Define an Information Value Map, because Context Matters
1
Develop a Common Value-Based Dialogue for Data
2
$
3
Drive the Information Value Dialogue Home through Improving Lives

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Information Value is not Exclusively a Calculated Formula
“Data governance value to many organizations is non-financial and embedded in the
intrinsic value, business value and performance value of information*”
*Doug Laney’s published work on “Infonomics”
Economic Value Measures for Information
Cost Value Cost of Acquisition or Replacement (burden)
Economic Value
Financial Impact of Having the Information Less
the Acquisition Cost
Market Value
Income Generated through Selling, Renting or
Bartering the Information
Non-Financial Measures for Information Value
Intrinsic Value
Presumptive Value based on Key
Characteristics
Business Value Value of the Information to a Business Process
Performance Value
Impact of Information on Business Measures
and Algorithmic Quality
1. Information
Value Map

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Anchor Stakeholders on What Matters Most by Defining the Context of Information
1. Information
Value Map

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Stakeholders Represent a Diverse Range of Wants and Needs
CXO, EVP, VP
(Earnings/Share, Customer Sat., COGS, Cycle Time, ...)
Director, Manager, Steward
(Data Standards, Governance Rules, Data Integrity, …)
Data Complexity
Information Management Strategy
(Ownership / Structure / Processes /Metrics)
Business Initiatives
2. Value Based
Dialogue

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Leadership and Strategy are Defined by Matching the Wants and Needs
Executive
Insight
Operational
Challenges
We Want:
• Trusted Information for Better Decisions
• Predictive Analytics to Drive Performance
• Holistic Enterprise View
• Real-Time Trusted Execution
• “Sexy BI/Analytics”
• “That IoT thing I keep reading about”
We Need:
• Quality Controls Aligned to Process Integrity
• Process & Policy Definitions
• Organizational Alignment
• Accountability and Ownership
• Local Data Discipline
• Stewardship Tools & Applications
• Sustain & Enforce the Basics
2. Value Based
Dialogue

7. Confidential and Proprietary. All rights reserved Copyright© 2016. DATUM LLC
Data and Information Challenges Suffer a “Likeability” Crisis
Lovable Fool
mildly wanted
Competent Jerk
mostly avoided
Incompetent Jerk
Desperately avoided
Lovable Star
desperately wanted
Competence
high
low
Likeability highlow
Copyright © 2005 Harvard Business School Publishing Corporation.
This Applies to Individuals and Team/Organizational Identity.
3. Improve
Lives

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For Building the Dialogue, the “Steward” Lives the Pain, but the Customer is King
“Data Daniella”
3. Improve
Lives

9. To Recap
Visualization of a Value Map is more insightful/actionable
and just as important as any monetary calculations1
A common Value-Based Dialogue for data provides the critical
alignment of “wants” and “needs” that drive strategy execution
2
$
3
The “Likeability” crisis for data means that data quality and
manual remediation are not the final destination

10. Confidential and Proprietary. All rights reserved Copyright© 2016. DATUM LLC
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