This document discusses the roles of Chief Data Officer (CDO) and top data job in an organization. It explores what qualifications and traits are needed for these roles and how the CDO organization fits within the larger organizational structure. The key responsibilities of a CDO include developing the enterprise data strategy, owning data governance and architecture, and managing legal and compliance issues. For the top data role to be effective, it requires a blend of technical skills, business knowledge, and strong relationship and communication abilities.
A Peek @ Trends'15 - SIMposium'14 FINAL 2postLeon Kappelman
The document summarizes findings from the 2015 SIM IT Trends Study, which surveyed over 1000 senior IT executives. Key findings include:
1) Organizations are undergoing profound changes in how they focus technology spending, deliver IT, and structure IT departments and leadership roles.
2) IT budgets are changing slightly, with a projected 1.9% increase in 2014 and 0.9% increase in 2015 on average. Spending is shifting from hardware to cloud and business services.
3) IT organization structures continue trending away from centralized models, with 71% now having decentralized, federated or hybrid structures.
"Enterprise Architecture and the Information Age Enterprise" @ CSDM2010 Leon Kappelman
Talk I gave in Paris on 28-Oct-10 @ the Complex System Design and Management Conference on "Enterprise Architecture and the Information Age Enterprise." Excellent event, wonderful people, beautiful city.
SIM IT Trends Study 2013 - SIMposium SessionLeon Kappelman
Since 1980 the Society for Information Management (SIM) has conducted a survey of its senior IT executive members to gauge trends within the IT industry. SIM's members are among the most accomplished and innovative leaders in IT, so their responses help to benchmark various areas such as major management issues, largest and most worrisome IT investments, sourcing, CIO roles, staffing, spending, and salaries. SIM's IT Trends Study is widely recognized as one of the most representative barometers of the information technology industry. More information at http://www.simnet.org/?ITTrendsStudy.
SharePoint 2013 - Why, How and What? - Session #SPCon13Roland Driesen
SharePoint 2013 offers even better equipment than SharePoint 2010 did and has good reviews, a very positive vibe, and an appealing look and feel. But, how do you implement and use this great technology? Or, being cynical: WHY even bother? This session is about rephrasing your thoughts on Collaboration and/or Enterprise Social. Based on the concept of “Start with WHY” Roland will show you the real benefits to leverage the technology adoption lifecycle across your organization (innovators > early adopters > early majority > late majority) and why not to focus on the laggards. With the four stages model of user adoption Roland will give you practical advice on HOW to support this process including the Getting Things Done method with SharePoint to also appeal to the "not-so-social-media-savvy". The WHAT of SharePoint will be presented by co-presenters during the two days. This session is a summary of the 3G implementation methodology; a blend of great thinkers (Carl Gustav Jung, Simon Sinek, Michael Sampson, David Allen) and proven methods (Getting Things Done, Insights Discovery) combined with great technology (SharePoint 2013) to successfully motivate at least 84% of any population in the real usage of your SharePoint platform.
This document provides tips and recommendations for implementing a successful 1:1 initiative based on the experiences of Rowan-Salisbury School System. Key recommendations include: securing buy-in from leadership; focusing on learning over devices; researching best practices; networking with other districts; addressing infrastructure, funding, deployment logistics; developing comprehensive professional development and support for educators; and celebrating milestones. Common pitfalls to avoid include underestimating preparation needs, forgetting to update policies, and not establishing ongoing support.
Early Warning Signs of IT Project Failure -- The Deadly Dozen and the Four Ho...Leon Kappelman
The document discusses early warning signs of IT project failure. It identifies the top 12 early warning signs, called the "Deadly Dozen", which are grouped into people and process factors. The people factors center around five groups: top management, project management, project team members, subject matter experts, and stakeholders. The process factors center around five key project management processes. Addressing these early warning signs is important as the cost of fixing issues rises over time and human nature can exacerbate problems. Process, tools, and best practices can help mitigate risks.
Data-Ed: Show Me the Money: The Business Value of Data and ROIData Blueprint
This webinar originally aired on Tuesday, December 11, 2012. It is part of Data Blueprint's ongoing webinar series on data management with Dr. Aiken.
Sign up for future sessions at http://www.datablueprint.com/webinar-schedule.
Abstract:
Failure to successfully monetize data management investments sets up an unfortunate loop of fixing symptoms without addressing the underlying problems. As organizations begin to understand poor data management practices as the root causes of many of their problems, they become more willing to make the required investments in our profession. This presentation uses specific examples to illustrate the costs of poor data management. Join us and learn how you can apply similar tactics at your organization to justify funding and gain management approval.
Kappelman it strategy, governance, & value hoLeon Kappelman
This document discusses IT strategy, governance, and value. It emphasizes the importance of enterprise architecture in modeling the enterprise holistically rather than through a reductionist lens. Effective governance requires describing the enterprise with shared representations over time. The document also discusses typical IS department structures and the importance of business owners governing technology for the good of the enterprise.
A Peek @ Trends'15 - SIMposium'14 FINAL 2postLeon Kappelman
The document summarizes findings from the 2015 SIM IT Trends Study, which surveyed over 1000 senior IT executives. Key findings include:
1) Organizations are undergoing profound changes in how they focus technology spending, deliver IT, and structure IT departments and leadership roles.
2) IT budgets are changing slightly, with a projected 1.9% increase in 2014 and 0.9% increase in 2015 on average. Spending is shifting from hardware to cloud and business services.
3) IT organization structures continue trending away from centralized models, with 71% now having decentralized, federated or hybrid structures.
"Enterprise Architecture and the Information Age Enterprise" @ CSDM2010 Leon Kappelman
Talk I gave in Paris on 28-Oct-10 @ the Complex System Design and Management Conference on "Enterprise Architecture and the Information Age Enterprise." Excellent event, wonderful people, beautiful city.
SIM IT Trends Study 2013 - SIMposium SessionLeon Kappelman
Since 1980 the Society for Information Management (SIM) has conducted a survey of its senior IT executive members to gauge trends within the IT industry. SIM's members are among the most accomplished and innovative leaders in IT, so their responses help to benchmark various areas such as major management issues, largest and most worrisome IT investments, sourcing, CIO roles, staffing, spending, and salaries. SIM's IT Trends Study is widely recognized as one of the most representative barometers of the information technology industry. More information at http://www.simnet.org/?ITTrendsStudy.
SharePoint 2013 - Why, How and What? - Session #SPCon13Roland Driesen
SharePoint 2013 offers even better equipment than SharePoint 2010 did and has good reviews, a very positive vibe, and an appealing look and feel. But, how do you implement and use this great technology? Or, being cynical: WHY even bother? This session is about rephrasing your thoughts on Collaboration and/or Enterprise Social. Based on the concept of “Start with WHY” Roland will show you the real benefits to leverage the technology adoption lifecycle across your organization (innovators > early adopters > early majority > late majority) and why not to focus on the laggards. With the four stages model of user adoption Roland will give you practical advice on HOW to support this process including the Getting Things Done method with SharePoint to also appeal to the "not-so-social-media-savvy". The WHAT of SharePoint will be presented by co-presenters during the two days. This session is a summary of the 3G implementation methodology; a blend of great thinkers (Carl Gustav Jung, Simon Sinek, Michael Sampson, David Allen) and proven methods (Getting Things Done, Insights Discovery) combined with great technology (SharePoint 2013) to successfully motivate at least 84% of any population in the real usage of your SharePoint platform.
This document provides tips and recommendations for implementing a successful 1:1 initiative based on the experiences of Rowan-Salisbury School System. Key recommendations include: securing buy-in from leadership; focusing on learning over devices; researching best practices; networking with other districts; addressing infrastructure, funding, deployment logistics; developing comprehensive professional development and support for educators; and celebrating milestones. Common pitfalls to avoid include underestimating preparation needs, forgetting to update policies, and not establishing ongoing support.
Early Warning Signs of IT Project Failure -- The Deadly Dozen and the Four Ho...Leon Kappelman
The document discusses early warning signs of IT project failure. It identifies the top 12 early warning signs, called the "Deadly Dozen", which are grouped into people and process factors. The people factors center around five groups: top management, project management, project team members, subject matter experts, and stakeholders. The process factors center around five key project management processes. Addressing these early warning signs is important as the cost of fixing issues rises over time and human nature can exacerbate problems. Process, tools, and best practices can help mitigate risks.
Data-Ed: Show Me the Money: The Business Value of Data and ROIData Blueprint
This webinar originally aired on Tuesday, December 11, 2012. It is part of Data Blueprint's ongoing webinar series on data management with Dr. Aiken.
Sign up for future sessions at http://www.datablueprint.com/webinar-schedule.
Abstract:
Failure to successfully monetize data management investments sets up an unfortunate loop of fixing symptoms without addressing the underlying problems. As organizations begin to understand poor data management practices as the root causes of many of their problems, they become more willing to make the required investments in our profession. This presentation uses specific examples to illustrate the costs of poor data management. Join us and learn how you can apply similar tactics at your organization to justify funding and gain management approval.
Kappelman it strategy, governance, & value hoLeon Kappelman
This document discusses IT strategy, governance, and value. It emphasizes the importance of enterprise architecture in modeling the enterprise holistically rather than through a reductionist lens. Effective governance requires describing the enterprise with shared representations over time. The document also discusses typical IS department structures and the importance of business owners governing technology for the good of the enterprise.
Real-World Data Governance: Setting Appropriate Business ExpectationsDATAVERSITY
This document announces a webinar on setting appropriate business expectations for data governance. The webinar will discuss level-setting expectations with business stakeholders and sponsors to define what success means for governing data at their organization. It will also cover considerations for setting expectations, such as existing governance capabilities and maintaining a non-invasive approach. Common mistakes to avoid include lack of executive support and proper planning.
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case.
Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
• Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design).
• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
• Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature.
This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.
Data-Ed Webinar: Best Practices with the DMMDATAVERSITY
The Data Management Maturity (DMM) model provides a framework for organizations to evaluate their current data management capabilities, identify gaps, and develop a roadmap for process improvement. The webinar will describe the DMM model, which is based on the Capability Maturity Model and allows organizations to assess their maturity level across various data management practices. Attendees will learn about using the DMM to guide strategic improvements to their organizational data management.
CDO Webinar: Data Governance and EIM – Take the Scary Stuff Out of Your ProgramsDATAVERSITY
The document discusses common fears that inhibit effective information management and data governance programs. It identifies fears such as failure, making mistakes, independent decision making without coordination, and others. For each fear, it proposes remedies such as accepting that mistakes will happen, prioritizing efforts, and ensuring leadership support and engagement. The overall goal is to help data and information leaders cope with typical fears and hesitancies that affect information and data governance programs.
Business-IT Alignment:Getting IT AND Keeping IT - Kappelman & PettitLeon Kappelman
Aligning IT with the business is about knowing your customer, the business. In IT we call this "knowing their requirements." Based on research sponsored by the Society for Information Management's Enterprise Architecture Working Group, this presentation provides performance measures to determine and improve your capabilities to do Requirements Analysis: specifically to assess your capabilities to effectively do Systems Analysis and Design and Enterprise Architecture. A software development capabilities measure is also provided.
CDO Slides: A Chief Data Officer InterviewDATAVERSITY
Join John and Kelle as they talk to a Chief Data Officer (CDO). We will continue to explore why organizations hire CDO’s and how the CDO role is still evolving. We will examine some of the critical success factors and challenges of the role. This interview will also take a deeper dive into specific activities and value generated by the CDO positions.
In this webinar we will discuss:
•What were and are the biggest challenges?
•What kind of support do you get?
•What kind of business strategy planning are you a part of?
•What can be done differently?
Data-Ed: A Framework for no sql and HadoopData Blueprint
Big Data and NoSQL continue to make headlines everywhere. However, most of what has been written about these topics is focused on the hardware, services, and scale out. But what about a Big Data and NoSQL Strategy, one that supports your business strategy? Virtually every major organization thinking about these data platforms is faced with the challenge of figuring out the appropriate approach and the requirements. This presentation will provide guidance on how to think about and establish realistic Big Data management plans and expectations. We will introduce a framework for evaluating the various choices when it comes to implementing and succeeding with Big Data/NoSQL and show how to demonstrate a sample use case.
We get a lot of questions during this webinar series, and sadly, cannot answer them all. In this episode we will answer any left over questions from the years so far. However we will also be answering any question you may want to submit ahead of time or during the actual webinar itself. Please sign up soon so you can get specific answers to your concerns.
More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
Got a question about this presentation? Email us at support@flevy.com.
Data-Ed Online: Data Operations Management: Turning Your Challenges Into SuccessData Blueprint
This webinar aired originally on Tuesday, April 10, 2012. It is part of Data Blueprint’s ongoing webinar series on data management with Dr. Peter Aiken.
Sign up for future sessions at http://www.datablueprint.com/webinar-schedule.
Abstract
While database operations comprise the majority of the organizational data operations management focus, other data delivery options, e.g. portals and virtualization, are interacting with increasingly complex regulatory environments. This presents organizations with dense analysis challenges in order to understand reporting obligations. Using the Zachman Framework as a guide, you will learn how to understand and approach data operations challenges from tuning to real-time reconfiguration. This presentation provides you with an understanding of data operations management, including the initiation, operation, tuning, maintenance, backup/recovery, archiving and disposal of data assets in support of organizational strategies and other activities.
Data-Ed Online: Emerging Trends in Data JobsDATAVERSITY
Data is the lifeblood of just about every organization and functional area today. As businesses struggle to come to grips with the data flood, it is even more critical to focus on data as an asset that directly supports business imperatives as other organizational assets do. Organizations across most industries attempt to address data opportunities (e.g. Big Data) and data challenges (e.g. data quality) to enhance business unit performance. Unfortunately however, the results of these efforts frequently fall far below expectations due to haphazard approaches. Overall, poor organizational data management capabilities are the root cause of many of these failures. This webinar covers three lessons (illustrated by examples), which will help you to establish realistic OM plans and expectations, and help demonstrate the value of such actions to both internal and external decision makers.
Takeaways:
Organizational thinking must change: Value-added data management practices must be considered and included as a vital part of your business strategy.
Walk before you run with data focused initiatives: Understand and implement necessary data management prerequisites as a foundation, then build upon that foundation.
There are no silver bullets: Tools alone are not the answer. Specifying business requirements, business practices and data governance are almost always more important.
Data-Ed Online: How Safe is Your Data? Data SecurityDATAVERSITY
The document is a presentation on data security management given by Dr. Peter Aiken. It discusses the importance of data security and outlines the key aspects of planning, developing, and executing security policies and procedures. This includes requirements for proper authentication, authorization, access controls, and auditing to restrict inappropriate access and ensure the right people can access and update data securely. Examples of data security breaches and their high costs are also provided to illustrate the importance of effective data security.
This document discusses the growing importance of data centers in supporting the digital economy. It notes that global investment in data centers grew 8% to $151.3 billion in 2012-2013, with Asia Pacific growing 6.8%. Data centers are crucial hubs where large amounts of data are collected, stored, and analyzed. However, challenges for data centers include coping with higher data volumes and workloads, ensuring high availability and reliability, and securely handling growing amounts of sensitive business data and information. Looking ahead, issues involve building flexible storage infrastructure and aligning data center operations with business needs.
DataEd Online: Let's Talk Metadata Strategies and SuccessesDATAVERSITY
The document is a presentation on metadata strategies and successes given by Dr. Peter Aiken on September 11, 2012. It provides an outline of the topics to be covered including defining metadata and its importance, different types of metadata, benefits of metadata, strategies for implementation, and specific examples. The presentation aims to discuss how metadata unlocks the value of data and requires effective management.
Data-Ed Online: "Building a Solid Foundation: Data/Information Architecture"DATAVERSITY
Dr. Peter Aiken gave a presentation on building a solid foundation through effective data and information architecture. The presentation covered defining data/information architecture, why it is important, common frameworks used including the Zachman Framework, key components, guiding principles, and how organizations can improve their utility. The goal was to provide understanding of using architecture to support organizational strategy through an iterative process.
DataEd Online: Unlocking Business Value through Data Modeling and Data Archit...DATAVERSITY
The document discusses using data modeling to unlock business value. It describes a webinar that will show how data modeling can be used to solve business problems and contribute to organizational challenges beyond traditional data modeling. The webinar aims to help attendees envision ways to use data modeling that will raise its perceived utility for business executives. Key topics that will be covered include understanding foundational data modeling concepts and how to utilize data modeling in support of business strategy.
Big Data - it's the big buzz. But is it dead on arrival?
In this presentation Daragh O Brien looks at the history of information management, the challenges of data quality and governance, and the implications for big data...
RWDG Webinar: Agile Data Governance - How to Apply Governance to AgileDATAVERSITY
Agile development efforts and Data Governance efforts are at odds with each other. Even though they both have the sponsorship at the highest level of the organization, there is disconnect when it comes to understanding how the two disciplines interact. Supporters of both disciplines swear by their trade and leave little wiggle room when it comes to working together. Organizations want FAST and they require ACCURATE DATA. Organizations require both.
Bob Seiner will address Agile Data Governance in this month’s installment of the Real-World Data Governance webinar series. Agile efforts are typically corporate priority efforts. Data as an asset is an integral corporate priority. Both disciplines are here to stay to address rapidly changing business requirements and improved analytical and data protection capabilities. Organizations must address this separation and they must act quickly.
This webinar will focus on:
•Relating the Disciplines for Senior Leadership
•Finding Common Ground between Agile and Data Governance
•Applying Data Governance to Agile Efforts
•Best Practices for Agile Data Governance
•Gaining Agile Support for Data Activities
Real-World Data Governance: Non-Invasive Data Governance - The Practical Appr...DATAVERSITY
The document describes a webinar on non-invasive data governance that will discuss identifying data stewards based on their existing responsibilities, applying governance to existing processes in a non-threatening way, and how to establish roles and responsibilities for a non-invasive data governance program. The webinar also announces upcoming webinars on governing unstructured data, data governance in the cloud, and setting business expectations.
This presentation contains strategies that BI groups within IT can use to maximize their productivity and value to the business. It contains an overview of why and how ‘agile BI’ is used at direct-marketing leader Valpak, and several other strategies that can be employed to help deliver timely, effective BI solutions.
Corporate Data: A Protected Asset or a Ticking Time Bomb? Varonis
Insiders with too much access are the most likely cause of data leakage. Despite a growing number of data breaches occurring under the glare of the public spotlight, 71 percent of employees in a survey conducted by the Ponemon Institute report that they have access to data they should not see, and more than half say that this access is frequent or very frequent.
The findings of this Varonis-sponsored survey are derived from interviews conducted in October 2014 with 2,276 employees in the US, UK, France, and Germany. Respondents included 1,166 IT practitioners and 1,110 end users in organizations ranging in size from dozens to tens of thousands of employees, in a variety of industries including financial services, public sector, health & pharmaceutical, retail, industrial, and technology and software.
1) While some organizations measure the value of their data assets, most do not properly quantify, measure benefits, or inventory their data. Data is increasingly becoming a key asset but many organizations are focused on storage and access rather than business value.
2) There are various techniques to estimate the value of data including Delphi method, scorecards, statistical methods, and information markets. Quantifying value helps with competitive advantage, M&A valuations, and justifying security expenses.
3) APIs can increase data value by allowing access to third party data and enabling experimentation through external partners and developers. The purpose, type of access, and process accessed (data vs services) determine the API strategy around exploitation, public
Real-World Data Governance: Setting Appropriate Business ExpectationsDATAVERSITY
This document announces a webinar on setting appropriate business expectations for data governance. The webinar will discuss level-setting expectations with business stakeholders and sponsors to define what success means for governing data at their organization. It will also cover considerations for setting expectations, such as existing governance capabilities and maintaining a non-invasive approach. Common mistakes to avoid include lack of executive support and proper planning.
For over four decades, IT strategy has been about the alignment of technology with the needs of the “customer,” be it an organization, business, end user, or device. The most important part of system acquisition is deciding what to build or buy, as it is better to deliver no solution at all than it is to deliver the wrong solution. But there are two distinct dimensions to getting requirements and ensuring that they, and the IT solution that results, not only aligns with the business as it is, but is built in such a way that it can sustain that alignment in a cost-effective and time-efficient manner. Specifically, (1) narrow requirements, which focus on the short-term needs for specific parts, functions, or processes of the business; and, (2) broad requirements, which focus on a comprehensive, enterprise-wide approach with holistic and longer-range objectives like simplicity, suppleness, and total cost of ownership. We typically call these “Systems Analysis and Design” and “Enterprise Architecture” respectively. Ideally, organizations should be able to do both well, and effectively balance the inevitable tradeoffs between them. Sadly, in the vast majority of organizations, that is not yet the case.
Professor Kappelman will present the results of a ground-breaking study from the Society for Information Management (SIM) Enterprise Architecture Working Group that developed and validated measures for these two distinct types of requirements capabilities. Findings include:
• Empirical validation that there is, in fact, a difference between requirement capabilities in a narrow or individual system context (i.e., Systems Analysis and Design within the bounds of a specific development project), and requirements capabilities in a broad or enterprise context (i.e., Enterprise Architecture regarding how those individual systems fit together in an enterprise-wide strategic design).
• Strong evidence that requirements capabilities overall are immature, with narrow activities more mature than the corresponding broad enterprise capabilities.
• Solid evidence, based on fifteen years of studies, that software development capabilities are generally maturing, but are still fairly immature.
This research provides requirements engineers, software designers, software developers, and other IT practitioners with tools to assess their own requirements engineering and software development capabilities. and compare them with those of their peers. Suggestions for improvements are made.
Data-Ed Webinar: Best Practices with the DMMDATAVERSITY
The Data Management Maturity (DMM) model provides a framework for organizations to evaluate their current data management capabilities, identify gaps, and develop a roadmap for process improvement. The webinar will describe the DMM model, which is based on the Capability Maturity Model and allows organizations to assess their maturity level across various data management practices. Attendees will learn about using the DMM to guide strategic improvements to their organizational data management.
CDO Webinar: Data Governance and EIM – Take the Scary Stuff Out of Your ProgramsDATAVERSITY
The document discusses common fears that inhibit effective information management and data governance programs. It identifies fears such as failure, making mistakes, independent decision making without coordination, and others. For each fear, it proposes remedies such as accepting that mistakes will happen, prioritizing efforts, and ensuring leadership support and engagement. The overall goal is to help data and information leaders cope with typical fears and hesitancies that affect information and data governance programs.
Business-IT Alignment:Getting IT AND Keeping IT - Kappelman & PettitLeon Kappelman
Aligning IT with the business is about knowing your customer, the business. In IT we call this "knowing their requirements." Based on research sponsored by the Society for Information Management's Enterprise Architecture Working Group, this presentation provides performance measures to determine and improve your capabilities to do Requirements Analysis: specifically to assess your capabilities to effectively do Systems Analysis and Design and Enterprise Architecture. A software development capabilities measure is also provided.
CDO Slides: A Chief Data Officer InterviewDATAVERSITY
Join John and Kelle as they talk to a Chief Data Officer (CDO). We will continue to explore why organizations hire CDO’s and how the CDO role is still evolving. We will examine some of the critical success factors and challenges of the role. This interview will also take a deeper dive into specific activities and value generated by the CDO positions.
In this webinar we will discuss:
•What were and are the biggest challenges?
•What kind of support do you get?
•What kind of business strategy planning are you a part of?
•What can be done differently?
Data-Ed: A Framework for no sql and HadoopData Blueprint
Big Data and NoSQL continue to make headlines everywhere. However, most of what has been written about these topics is focused on the hardware, services, and scale out. But what about a Big Data and NoSQL Strategy, one that supports your business strategy? Virtually every major organization thinking about these data platforms is faced with the challenge of figuring out the appropriate approach and the requirements. This presentation will provide guidance on how to think about and establish realistic Big Data management plans and expectations. We will introduce a framework for evaluating the various choices when it comes to implementing and succeeding with Big Data/NoSQL and show how to demonstrate a sample use case.
We get a lot of questions during this webinar series, and sadly, cannot answer them all. In this episode we will answer any left over questions from the years so far. However we will also be answering any question you may want to submit ahead of time or during the actual webinar itself. Please sign up soon so you can get specific answers to your concerns.
More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
Got a question about this presentation? Email us at support@flevy.com.
Data-Ed Online: Data Operations Management: Turning Your Challenges Into SuccessData Blueprint
This webinar aired originally on Tuesday, April 10, 2012. It is part of Data Blueprint’s ongoing webinar series on data management with Dr. Peter Aiken.
Sign up for future sessions at http://www.datablueprint.com/webinar-schedule.
Abstract
While database operations comprise the majority of the organizational data operations management focus, other data delivery options, e.g. portals and virtualization, are interacting with increasingly complex regulatory environments. This presents organizations with dense analysis challenges in order to understand reporting obligations. Using the Zachman Framework as a guide, you will learn how to understand and approach data operations challenges from tuning to real-time reconfiguration. This presentation provides you with an understanding of data operations management, including the initiation, operation, tuning, maintenance, backup/recovery, archiving and disposal of data assets in support of organizational strategies and other activities.
Data-Ed Online: Emerging Trends in Data JobsDATAVERSITY
Data is the lifeblood of just about every organization and functional area today. As businesses struggle to come to grips with the data flood, it is even more critical to focus on data as an asset that directly supports business imperatives as other organizational assets do. Organizations across most industries attempt to address data opportunities (e.g. Big Data) and data challenges (e.g. data quality) to enhance business unit performance. Unfortunately however, the results of these efforts frequently fall far below expectations due to haphazard approaches. Overall, poor organizational data management capabilities are the root cause of many of these failures. This webinar covers three lessons (illustrated by examples), which will help you to establish realistic OM plans and expectations, and help demonstrate the value of such actions to both internal and external decision makers.
Takeaways:
Organizational thinking must change: Value-added data management practices must be considered and included as a vital part of your business strategy.
Walk before you run with data focused initiatives: Understand and implement necessary data management prerequisites as a foundation, then build upon that foundation.
There are no silver bullets: Tools alone are not the answer. Specifying business requirements, business practices and data governance are almost always more important.
Data-Ed Online: How Safe is Your Data? Data SecurityDATAVERSITY
The document is a presentation on data security management given by Dr. Peter Aiken. It discusses the importance of data security and outlines the key aspects of planning, developing, and executing security policies and procedures. This includes requirements for proper authentication, authorization, access controls, and auditing to restrict inappropriate access and ensure the right people can access and update data securely. Examples of data security breaches and their high costs are also provided to illustrate the importance of effective data security.
This document discusses the growing importance of data centers in supporting the digital economy. It notes that global investment in data centers grew 8% to $151.3 billion in 2012-2013, with Asia Pacific growing 6.8%. Data centers are crucial hubs where large amounts of data are collected, stored, and analyzed. However, challenges for data centers include coping with higher data volumes and workloads, ensuring high availability and reliability, and securely handling growing amounts of sensitive business data and information. Looking ahead, issues involve building flexible storage infrastructure and aligning data center operations with business needs.
DataEd Online: Let's Talk Metadata Strategies and SuccessesDATAVERSITY
The document is a presentation on metadata strategies and successes given by Dr. Peter Aiken on September 11, 2012. It provides an outline of the topics to be covered including defining metadata and its importance, different types of metadata, benefits of metadata, strategies for implementation, and specific examples. The presentation aims to discuss how metadata unlocks the value of data and requires effective management.
Data-Ed Online: "Building a Solid Foundation: Data/Information Architecture"DATAVERSITY
Dr. Peter Aiken gave a presentation on building a solid foundation through effective data and information architecture. The presentation covered defining data/information architecture, why it is important, common frameworks used including the Zachman Framework, key components, guiding principles, and how organizations can improve their utility. The goal was to provide understanding of using architecture to support organizational strategy through an iterative process.
DataEd Online: Unlocking Business Value through Data Modeling and Data Archit...DATAVERSITY
The document discusses using data modeling to unlock business value. It describes a webinar that will show how data modeling can be used to solve business problems and contribute to organizational challenges beyond traditional data modeling. The webinar aims to help attendees envision ways to use data modeling that will raise its perceived utility for business executives. Key topics that will be covered include understanding foundational data modeling concepts and how to utilize data modeling in support of business strategy.
Big Data - it's the big buzz. But is it dead on arrival?
In this presentation Daragh O Brien looks at the history of information management, the challenges of data quality and governance, and the implications for big data...
RWDG Webinar: Agile Data Governance - How to Apply Governance to AgileDATAVERSITY
Agile development efforts and Data Governance efforts are at odds with each other. Even though they both have the sponsorship at the highest level of the organization, there is disconnect when it comes to understanding how the two disciplines interact. Supporters of both disciplines swear by their trade and leave little wiggle room when it comes to working together. Organizations want FAST and they require ACCURATE DATA. Organizations require both.
Bob Seiner will address Agile Data Governance in this month’s installment of the Real-World Data Governance webinar series. Agile efforts are typically corporate priority efforts. Data as an asset is an integral corporate priority. Both disciplines are here to stay to address rapidly changing business requirements and improved analytical and data protection capabilities. Organizations must address this separation and they must act quickly.
This webinar will focus on:
•Relating the Disciplines for Senior Leadership
•Finding Common Ground between Agile and Data Governance
•Applying Data Governance to Agile Efforts
•Best Practices for Agile Data Governance
•Gaining Agile Support for Data Activities
Real-World Data Governance: Non-Invasive Data Governance - The Practical Appr...DATAVERSITY
The document describes a webinar on non-invasive data governance that will discuss identifying data stewards based on their existing responsibilities, applying governance to existing processes in a non-threatening way, and how to establish roles and responsibilities for a non-invasive data governance program. The webinar also announces upcoming webinars on governing unstructured data, data governance in the cloud, and setting business expectations.
This presentation contains strategies that BI groups within IT can use to maximize their productivity and value to the business. It contains an overview of why and how ‘agile BI’ is used at direct-marketing leader Valpak, and several other strategies that can be employed to help deliver timely, effective BI solutions.
Corporate Data: A Protected Asset or a Ticking Time Bomb? Varonis
Insiders with too much access are the most likely cause of data leakage. Despite a growing number of data breaches occurring under the glare of the public spotlight, 71 percent of employees in a survey conducted by the Ponemon Institute report that they have access to data they should not see, and more than half say that this access is frequent or very frequent.
The findings of this Varonis-sponsored survey are derived from interviews conducted in October 2014 with 2,276 employees in the US, UK, France, and Germany. Respondents included 1,166 IT practitioners and 1,110 end users in organizations ranging in size from dozens to tens of thousands of employees, in a variety of industries including financial services, public sector, health & pharmaceutical, retail, industrial, and technology and software.
1) While some organizations measure the value of their data assets, most do not properly quantify, measure benefits, or inventory their data. Data is increasingly becoming a key asset but many organizations are focused on storage and access rather than business value.
2) There are various techniques to estimate the value of data including Delphi method, scorecards, statistical methods, and information markets. Quantifying value helps with competitive advantage, M&A valuations, and justifying security expenses.
3) APIs can increase data value by allowing access to third party data and enabling experimentation through external partners and developers. The purpose, type of access, and process accessed (data vs services) determine the API strategy around exploitation, public
Mike2.0 Information Governance Overviewsean.mcclowry
This document introduces the MIKE2.0 methodology for information governance. MIKE2.0 is an open source methodology that provides a comprehensive framework for enterprise information management. It addresses the growing complexity of managing exponential data growth across increasingly federated organizations. The methodology promotes standards and transparency to improve data quality and business insights while increasing efficiency.
This document summarizes a webinar about artifacts that can enable successful data governance programs. It discusses operating models to formalize roles and responsibilities. It also discusses common data matrices to inventory and track accountability for data. Templates for workflows and issue resolution are presented to formalize processes. These artifacts provide structure and accountability to data governance initiatives.
Real-World DG Webinar: A Data Governance Framework for Success DATAVERSITY
A Data Governance Framework must include best practices, a practical set of roles & responsibilities for Data Governance built specifically for your organization, a plan for communicating with the entire organization and an action plan for applying governance in effective and measurable ways.
Join Bob Seiner for this Real-World Data Governance webinar as he discusses how to stay practical and work within the culture of your organization to develop and deliver a Data Governance Framework to meet your specifications and the business’ expectations.
This session will focus on:
Defining a Non-Invasive Operating Model of Roles & Responsibilities
Clearly Stating the Difference between Executive, Strategic, Tactical, Operational & Supporting Roles
Defining Data Stewards, Data Stewardship and How to Steward the Data
Recognizing & Identifying People into Roles Rather than Handing them to People as New Responsibilities
Leveraging the Framework to Implement a Successful Data Governance Program
RWDG Webinar: Mastering and Master Data GovernanceDATAVERSITY
Master Data and Data Governance are connected at the hip. Master Data implies that the data in the MDM resource is well defined, quality produced and effectively used. Data Governance for MDM is put in place to assure that these three things are handled properly. We can learn important lessons from Master Data Governance that will help us in Mastering Data Governance.
In this month’s RWDG webinar, Bob Seiner will focus on using the governance of Master Data initiatives to put effective Data Governance practices in place across the entire organization. Master Data requires all of the core components of a Data Governance program that can be leveraged in ways that will interest MDM and DG practitioners alike.
This webinar will cover:
• The connection between MDM and Data Governance
• Components of MDM that Require Data Governance
• Leveraging Master Data Governance for the Greater Good
• Mastering the Master Data Governance Roles
• The Role of MDM in Enterprise Data Governance
The document discusses governance and the evolution of COBIT from versions 4.1 to 5.0, noting key changes like new principles, a focus on enablers, a new process reference model, and new/modified processes. It provides an overview of COBIT 5.0's framework for linking business goals to IT goals and processes. The presentation is by Dr. Santipat Arunthari, Chief Technology Officer of PTT ICT Solutions Company Limited.
This document provides an overview of information security. It defines information and discusses its lifecycle and types. It then defines information security and its key components - people, processes, and technology. It discusses threats to information security and introduces ISO 27001, the international standard for information security management. The document outlines ISO 27001's history, features, PDCA process, domains, and some key control clauses around information security policy, organization of information security, asset management, and human resources security.
Data Literacy and Data Virtualization: A Step-by-step Guide to Bolstering You...Denodo
Watch full webinar here: https://bit.ly/2KLc1dE
An organization’s effectiveness can only be as good as the understanding of their data. Hence it is important for both the frontline workers as well as the managers to be data literate, so that they can they understand how the business is functioning, decide if any changes need to be made, and quickly make decisions to realize better outcomes. However, successful data literacy requires stringent processes and an effective tool to operationalize them.
Listen to the our replay on the 10-steps to building a data-literate organization, and how data virtualization can help implement the underpinning processes.
Sense Corp and Denodo have partnered to combine state-of-the art professional services with the industry’s most advanced data virtualization platform to streamline data access in support of the most critical business needs.
Watch the replay to learn:
- The 10-steps to data literacy; what you can do to become a high performer.
- How to use data virtualization as the foundation to implementing data literacy processes.
- Examples of companies that have achieved high levels of data literacy.
Download the Sense Corp 10 Steps to Data Literacy eBook to learn more.
DataEd Online: Unlock Business Value through Data GovernanceDATAVERSITY
The document discusses how to unlock business value through data governance by focusing on reinforcing the perception of data governance as an investment rather than a cost, using success stories and concrete examples to gain organizational support, and developing a vocabulary and narratives to help management understand key business concepts. It also provides context on data management practices and frameworks that can help establish effective data governance.
Data-Ed: Unlock Business Value through Data GovernanceData Blueprint
If your organization understands your function, they see you as an investment. If your organization does not understand what you do, they are likely to perceive you as a cost. The goal of this webinar is to provide you with concrete ideas for how to reinforce the first mindset at your organization. Success stories must be used to ensure continued organizational support. When selling data governance to organizational management, it is useful to concentrate on the specifics that motivate the initiative. This means developing a specific vocabulary and set of narratives to facilitate understanding of your organizational business concepts. For example: using specific common terms (and narratives) when referencing organizational mishaps, e.g. The Chocolate Story.
Learning Objectives:
Understanding contextually why data governance can be tricky for most organizations
Demonstrate a variety of “storytelling” techniques
How to use “worst practices” to your advantage
Understanding foundational data governance concepts based on the Data Management Body of Knowledge (DMBOK)
Taking away several novel but tangible examples of generating business value through data governance
10 Steps to Develop a Data Literate WorkforceSense Corp
Gartner had predicted that by 2020, 80% of organizations would initiate deliberate competency development in the field of data literacy to overcome extreme deficiencies. This has become even more critical to businesses today as they seek to adjust to the remote settings of the COVID-19 pandemic.
Advanced data literacy makes an organization faster, smarter, and better prepared to succeed in a data-driven environment. However, many organizations struggle to create a data-literate workforce.
In this webinar, Alissa Schneider, Sense Corp data governance leader, will examine the fundamentals of data literacy, why it’s important in today’s marketplace, and share the 10 steps you can take to enhance the data literacy in your organization.
Contact us for more information: https://sensecorp.com/business-consulting-contact/
The document discusses the emerging role of the chief data officer (CDO) in organizations. It summarizes that as data and analytics have become more important, having a single leader dedicated to developing an enterprise-wide data strategy is necessary to fully leverage data. The CDO can envision how to use data across the organization, activate real change by using data to impact the business, and transform the culture to be more data-driven. The document outlines barriers to establishing the CDO role but emphasizes the value they provide in making organizations more competitive through their data.
Data security, quality and process transparency are areas that are posing risks for organisations in the age of Big and Small Data. In this presentation I define the problem and present some solutions to bridge the Data Governance chasm.
Teaching organizations to fish in a data-rich future: Stories from data leadersAmanda Sirianni
This document summarizes interviews with data leaders about challenges they face and best practices for delivering value from data. It discusses three key steps data leaders take: 1) collaborating for an enterprise-wide data strategy, 2) developing skills internally through training programs, and 3) increasing data sharing and integration. Examples are given of how data leaders in industries like insurance, manufacturing, and healthcare have used these steps to drive business benefits such as reducing fraud and accelerating clinical trials.
Data-Ed Webinar: The Seven Deadly Data Sins - Emerging from Management PurgatoryDATAVERSITY
While wrath and envy are best left for human resources to address, overcoming the numerous obstacles that often inhibit successful data management must be a full organizational effort. The difficulty of implementing a new data strategy often goes underappreciated, particularly the multi-faceted nature of the challenges that need to be met. Deficiencies in organizational readiness and core competence represent clearly visible problems faced by data managers, but beyond that there are several cultural and structural barriers common to virtually all organizations that must be eliminated in order to facilitate effective management of data.
In this webinar, we will discuss these barriers—the titular “Seven Deadly Data Sins”, and in the process will also:
Elaborate upon the three critical factors that lead to strategy failure
Demonstrate a two-stage data strategy implementation process
Explore the sources and rationales behind the “Seven Deadly Data Sins”, and recommend solutions and alternative approaches
How CIOs are thinking about big data and the major opportunities, challenges and threats they face in managing the analytics unstructured information. Based on a survey of Canadian IT leaders
Organizations should address three core issues when implementing IT projects: organizational readiness, the specific projects, and the technologies. However, over 70% of projects fail due to insufficient focus on organizational readiness. The Business Value of IT Framework assesses organizational readiness across three layers - the deeper reality of culture and structure, surface-level manifestations, and the IT consequences. It examines seven factors of the organizational context to understand issues. Three levers of the framework - purpose, alignment, and maturity - are mapped to identify the organization's position and plan improvements. Coeus Age then provides advisory services including readiness assessments, project support, and technology roadmaps. The lead consultant, Kapil Dev Singh, has over 20 years of research experience developing the
Many data professionals struggle with the ability to demonstrate tangible returns on data management investments. In a webinar that is designed to appeal to both business and IT attendees, your presenter Dr. Peter Aiken will describe multiple types of value produced through data-centric development and management practices. One of our examples, the healthcare space, offers the unique opportunity to demonstrate additional types of return on investment or value outcomes, namely returns in the form of lives saved through increased rates of Bone Marrow Donor matches. In addition to metrics around increasing revenues or decreasing costs, i.e. investments that directly impact an organization’s financial position, these additional statistics of lives saved can be used to justify data management and quality initiatives.
Check out more of our webinars here: http://www.datablueprint.com/resource-center/
Data-Ed Online: Monetizing Data ManagementDATAVERSITY
Many data professionals struggle with the ability to demonstrate tangible returns on data management investments. In a webinar that is designed to appeal to both business and IT attendees, your presenter Dr. Peter Aiken will describe multiple types of value produced through data-centric development and management practices. One of our examples, the healthcare space, offers the unique opportunity to demonstrate additional types of return on investment or value outcomes, namely returns in the form of lives saved through increased rates of Bone Marrow Donor matches. In addition to metrics around increasing revenues or decreasing costs, i.e. investments that directly impact an organization’s financial position, these additional statistics of lives saved can be used to justify data management and quality initiatives.
Takeaways:
Learn to think about data differently, in terms of how it can drive organizational needs. Data is not an IT solution but an information solution.
Take a broad view to ensure data sharing across organizational silos
Smart small and go for quick wins: Build momentum and support
Artificial intel impacts on organizational performanceFarooq Omar
1. Artificial intelligence is impacting key areas of product development like project planning, resource allocation, and performance monitoring.
2. AI helps improve project planning through analyzing past project data to better predict challenges and avoid issues.
3. It also helps with resource allocation by objectively evaluating candidates based on skills rather than human biases, and finding qualified resources faster.
4. AI enhances performance monitoring by using data to proactively identify potential barriers or losses and spot opportunities for improvement.
The article illustrates the key vital elements of artificial Intelligence impacts and effects on the corporate domain in perspective. It contemplates the issues and problems and also suggestive solutions in brief..
It serves as a guideline to the corporate mangers to get the insights into the latest research findings
CIO Advisory Services Guide | White Paper from Brittenford SystemsBrittenford Systems
IT departments are under stress as the need for financial resources becomes overwhelming and technology departments are required to do more with less, using existing IT systems while having to also move or keep systems online. This white paper serves as a guide to CIO advisory services and discusses the current stress on the IT industry.
Necessary Prerequisites to Data SuccessDATAVERSITY
Far more organizations attempt to do more with data than succeed. Understanding common prerequisites to unrestricted data practices will help you determine the extent of these challenges in your organization and increase your chances of success. Deficiencies in organizational readiness and core competence represent clearly visible problems faced by data managers, but beyond that, there are several cultural and structural barriers common to virtually all organizations that must be eliminated in order to facilitate effective management of data. This webinar will discuss these barriers — aka the “Seven Deadly Data Sins” — and in the process will also
- Elaborate upon the three critical factors that lead to strategy failure
- Demonstrate a two-stage Data Strategy implementation process
- Explore the sources and rationales behind the “Seven Deadly Data Sins” and recommend solutions
Competitive advantage through data management terry jabali v.01tjabali
The document summarizes a keynote presentation on data management and analytics by Terry Jabali. The presentation will take place at the Data Management Planning & Analysis Summit in San Francisco on August 15-16, 2011. The keynote will provide an overview of key trends and practices in data management, and use case discussions. Jabali will discuss topics such as the costs of bad data, benchmarks for common data issues, investments that provide competitive advantages, and the need for data governance and analytics frameworks to ensure high quality data and actionable insights.
Big data analytics can provide businesses with new insights from large volumes of structured and unstructured data. It allows analyzing customer sentiment, detecting medical conditions, predicting weather patterns, assessing risk, and identifying threats. To leverage big data, businesses need to capture data from various sources, analyze it in real-time, and turn it into insights to predict customer, competitive, and market behavior. Deploying big data analytics competencies consistently across an enterprise correlates with higher financial performance and competitive advantage long-term.
Data-Ed Online Webinar: Monetizing Data ManagementDATAVERSITY
Many data professionals struggle with the ability to demonstrate tangible returns on data management investments. In a webinar that is designed to appeal to both business and IT attendees, your presenter will describe multiple types of value produced through data-centric development and management practices. One of our examples, the healthcare space, offers the unique opportunity to demonstrate additional types of return on investment or value outcomes, namely returns in the form of lives saved through increased rates of Bone Marrow Donor matches. In addition to metrics around increasing revenues or decreasing costs, i.e. investments that directly impact an organization’s financial position, these additional statistics of lives saved can be used to justify data management and quality initiatives.
Takeaways:
Learn to think about data differently, in terms of how it can drive organizational needs. Data is not an IT solution but an information solution.
Take a broad view to ensure data sharing across organizational silos
Start small and go for quick wins: Build momentum and support
Similar to Enterprise Data Webinar World Series: Leading the Data Asset Management Team CDO or Top Data Job (20)
Architecture, Products, and Total Cost of Ownership of the Leading Machine Le...DATAVERSITY
Organizations today need a broad set of enterprise data cloud services with key data functionality to modernize applications and utilize machine learning. They need a comprehensive platform designed to address multi-faceted needs by offering multi-function data management and analytics to solve the enterprise’s most pressing data and analytic challenges in a streamlined fashion.
In this research-based session, I’ll discuss what the components are in multiple modern enterprise analytics stacks (i.e., dedicated compute, storage, data integration, streaming, etc.) and focus on total cost of ownership.
A complete machine learning infrastructure cost for the first modern use case at a midsize to large enterprise will be anywhere from $3 million to $22 million. Get this data point as you take the next steps on your journey into the highest spend and return item for most companies in the next several years.
Data at the Speed of Business with Data Mastering and GovernanceDATAVERSITY
Do you ever wonder how data-driven organizations fuel analytics, improve customer experience, and accelerate business productivity? They are successful by governing and mastering data effectively so they can get trusted data to those who need it faster. Efficient data discovery, mastering and democratization is critical for swiftly linking accurate data with business consumers. When business teams can quickly and easily locate, interpret, trust, and apply data assets to support sound business judgment, it takes less time to see value.
Join data mastering and data governance experts from Informatica—plus a real-world organization empowering trusted data for analytics—for a lively panel discussion. You’ll hear more about how a single cloud-native approach can help global businesses in any economy create more value—faster, more reliably, and with more confidence—by making data management and governance easier to implement.
What is data literacy? Which organizations, and which workers in those organizations, need to be data-literate? There are seemingly hundreds of definitions of data literacy, along with almost as many opinions about how to achieve it.
In a broader perspective, companies must consider whether data literacy is an isolated goal or one component of a broader learning strategy to address skill deficits. How does data literacy compare to other types of skills or “literacy” such as business acumen?
This session will position data literacy in the context of other worker skills as a framework for understanding how and where it fits and how to advocate for its importance.
Building a Data Strategy – Practical Steps for Aligning with Business GoalsDATAVERSITY
Developing a Data Strategy for your organization can seem like a daunting task – but it’s worth the effort. Getting your Data Strategy right can provide significant value, as data drives many of the key initiatives in today’s marketplace – from digital transformation, to marketing, to customer centricity, to population health, and more. This webinar will help demystify Data Strategy and its relationship to Data Architecture and will provide concrete, practical ways to get started.
Uncover how your business can save money and find new revenue streams.
Driving profitability is a top priority for companies globally, especially in uncertain economic times. It's imperative that companies reimagine growth strategies and improve process efficiencies to help cut costs and drive revenue – but how?
By leveraging data-driven strategies layered with artificial intelligence, companies can achieve untapped potential and help their businesses save money and drive profitability.
In this webinar, you'll learn:
- How your company can leverage data and AI to reduce spending and costs
- Ways you can monetize data and AI and uncover new growth strategies
- How different companies have implemented these strategies to achieve cost optimization benefits
Data Catalogs Are the Answer – What is the Question?DATAVERSITY
Organizations with governed metadata made available through their data catalog can answer questions their people have about the organization’s data. These organizations get more value from their data, protect their data better, gain improved ROI from data-centric projects and programs, and have more confidence in their most strategic data.
Join Bob Seiner for this lively webinar where he will talk about the value of a data catalog and how to build the use of the catalog into your stewards’ daily routines. Bob will share how the tool must be positioned for success and viewed as a must-have resource that is a steppingstone and catalyst to governed data across the organization.
Data Catalogs Are the Answer – What Is the Question?DATAVERSITY
Organizations with governed metadata made available through their data catalog can answer questions their people have about the organization’s data. These organizations get more value from their data, protect their data better, gain improved ROI from data-centric projects and programs, and have more confidence in their most strategic data.
Join Bob Seiner for this lively webinar where he will talk about the value of a data catalog and how to build the use of the catalog into your stewards’ daily routines. Bob will share how the tool must be positioned for success and viewed as a must-have resource that is a steppingstone and catalyst to governed data across the organization.
In this webinar, Bob will focus on:
-Selecting the appropriate metadata to govern
-The business and technical value of a data catalog
-Building the catalog into people’s routines
-Positioning the data catalog for success
-Questions the data catalog can answer
Because every organization produces and propagates data as part of their day-to-day operations, data trends are becoming more and more important in the mainstream business world’s consciousness. For many organizations in various industries, though, comprehension of this development begins and ends with buzzwords: “Big Data,” “NoSQL,” “Data Scientist,” and so on. Few realize that all solutions to their business problems, regardless of platform or relevant technology, rely to a critical extent on the data model supporting them. As such, data modeling is not an optional task for an organization’s data effort, but rather a vital activity that facilitates the solutions driving your business. Since quality engineering/architecture work products do not happen accidentally, the more your organization depends on automation, the more important the data models driving the engineering and architecture activities of your organization. This webinar illustrates data modeling as a key activity upon which so much technology and business investment depends.
Specific learning objectives include:
- Understanding what types of challenges require data modeling to be part of the solution
- How automation requires standardization on derivable via data modeling techniques
- Why only a working partnership between data and the business can produce useful outcomes
Analytics play a critical role in supporting strategic business initiatives. Despite the obvious value to analytic professionals of providing the analytics for these initiatives, many executives question the economic return of analytics as well as data lakes, machine learning, master data management, and the like.
Technology professionals need to calculate and present business value in terms business executives can understand. Unfortunately, most IT professionals lack the knowledge required to develop comprehensive cost-benefit analyses and return on investment (ROI) measurements.
This session provides a framework to help technology professionals research, measure, and present the economic value of a proposed or existing analytics initiative, no matter the form that the business benefit arises. The session will provide practical advice about how to calculate ROI and the formulas, and how to collect the necessary information.
How a Semantic Layer Makes Data Mesh Work at ScaleDATAVERSITY
Data Mesh is a trending approach to building a decentralized data architecture by leveraging a domain-oriented, self-service design. However, the pure definition of Data Mesh lacks a center of excellence or central data team and doesn’t address the need for a common approach for sharing data products across teams. The semantic layer is emerging as a key component to supporting a Hub and Spoke style of organizing data teams by introducing data model sharing, collaboration, and distributed ownership controls.
This session will explain how data teams can define common models and definitions with a semantic layer to decentralize analytics product creation using a Hub and Spoke architecture.
Attend this session to learn about:
- The role of a Data Mesh in the modern cloud architecture.
- How a semantic layer can serve as the binding agent to support decentralization.
- How to drive self service with consistency and control.
Enterprise data literacy. A worthy objective? Certainly! A realistic goal? That remains to be seen. As companies consider investing in data literacy education, questions arise about its value and purpose. While the destination – having a data-fluent workforce – is attractive, we wonder how (and if) we can get there.
Kicking off this webinar series, we begin with a panel discussion to explore the landscape of literacy, including expert positions and results from focus groups:
- why it matters,
- what it means,
- what gets in the way,
- who needs it (and how much they need),
- what companies believe it will accomplish.
In this engaging discussion about literacy, we will set the stage for future webinars to answer specific questions and feature successful literacy efforts.
The Data Trifecta – Privacy, Security & Governance Race from Reactivity to Re...DATAVERSITY
Change is hard, especially in response to negative stimuli or what is perceived as negative stimuli. So organizations need to reframe how they think about data privacy, security and governance, treating them as value centers to 1) ensure enterprise data can flow where it needs to, 2) prevent – not just react – to internal and external threats, and 3) comply with data privacy and security regulations.
Working together, these roles can accelerate faster access to approved, relevant and higher quality data – and that means more successful use cases, faster speed to insights, and better business outcomes. However, both new information and tools are required to make the shift from defense to offense, reducing data drama while increasing its value.
Join us for this panel discussion with experts in these fields as they discuss:
- Recent research about where data privacy, security and governance stand
- The most valuable enterprise data use cases
- The common obstacles to data value creation
- New approaches to data privacy, security and governance
- Their advice on how to shift from a reactive to resilient mindset/culture/organization
You’ll be educated, entertained and inspired by this panel and their expertise in using the data trifecta to innovate more often, operate more efficiently, and differentiate more strategically.
Emerging Trends in Data Architecture – What’s the Next Big Thing?DATAVERSITY
With technological innovation and change occurring at an ever-increasing rate, it’s hard to keep track of what’s hype and what can provide practical value for your organization. Join this webinar to see the results of a recent DATAVERSITY survey on emerging trends in Data Architecture, along with practical commentary and advice from industry expert Donna Burbank.
Data Governance Trends - A Look Backwards and ForwardsDATAVERSITY
As DATAVERSITY’s RWDG series hurdles into our 12th year, this webinar takes a quick look behind us, evaluates the present, and predicts the future of Data Governance. Based on webinar numbers, hot Data Governance topics have evolved over the years from policies and best practices, roles and tools, data catalogs and frameworks, to supporting data mesh and fabric, artificial intelligence, virtualization, literacy, and metadata governance.
Join Bob Seiner as he reflects on the past and what has and has not worked, while sharing examples of enterprise successes and struggles. In this webinar, Bob will challenge the audience to stay a step ahead by learning from the past and blazing a new trail into the future of Data Governance.
In this webinar, Bob will focus on:
- Data Governance’s past, present, and future
- How trials and tribulations evolve to success
- Leveraging lessons learned to improve productivity
- The great Data Governance tool explosion
- The future of Data Governance
Data Governance Trends and Best Practices To Implement TodayDATAVERSITY
1) The document discusses best practices for data protection on Google Cloud, including setting data policies, governing access, classifying sensitive data, controlling access, encryption, secure collaboration, and incident response.
2) It provides examples of how to limit access to data and sensitive information, gain visibility into where sensitive data resides, encrypt data with customer-controlled keys, harden workloads, run workloads confidentially, collaborate securely with untrusted parties, and address cloud security incidents.
3) The key recommendations are to protect data at rest and in use through classification, access controls, encryption, confidential computing; securely share data through techniques like secure multi-party computation; and have an incident response plan to quickly address threats.
It is a fascinating, explosive time for enterprise analytics.
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- Your organization’s data
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- The way your people use data to achieve your organizational strategy
This will help in ways never imagined. Data are your sole non-depletable, non-degradable, durable strategic assets, and they are pervasively shared across every organizational area. Addressing existing challenges programmatically includes overcoming necessary but insufficient prerequisites and developing a disciplined, repeatable means of improving business objectives. This process (based on the theory of constraints) is where the strategic data work really occurs as organizations identify prioritized areas where better assets, literacy, and support (data strategy components) can help an organization better achieve specific strategic objectives. Then the process becomes lather, rinse, and repeat. Several complementary concepts are also covered, including:
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- An overview of prerequisites for effective strategic use of data strategy, as well as common pitfalls
- A repeatable process for identifying and removing data constraints
- The importance of balancing business operation and innovation
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- Considerations for answering the question in your organization
- The final answer to the question of who should own Data Governance
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In the realm of cybersecurity, offensive security practices act as a critical shield. By simulating real-world attacks in a controlled environment, these techniques expose vulnerabilities before malicious actors can exploit them. This proactive approach allows manufacturers to identify and fix weaknesses, significantly enhancing system security.
This presentation delves into the development of a system designed to mimic Galileo's Open Service signal using software-defined radio (SDR) technology. We'll begin with a foundational overview of both Global Navigation Satellite Systems (GNSS) and the intricacies of digital signal processing.
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Enterprise Data Webinar World Series: Leading the Data Asset Management Team CDO or Top Data Job
1. Leading
the
Data
Asset
Management
Team:
CDO
or
Top
Data
Job?
Micheline
Casey
Principal,
Your
Presenters
CDO,
LLC
@michelinecasey
Peter
Aiken,
Ph.D.
Founding
Director,
Data
Blueprint
@paiken
#EDW13
#dataed
2. Meet Your Presenters
Peter Aiken, Ph.D.
• Internationally recognized thought
leader in the data management field
• 30 years of experience
Micheline Casey
• Principal at CDO, LLC
• First state Chief Data Officer for the
state of Colorado
2
Copyright 2013 by Data Blueprint
3. Background
• CIO – From Information Officer to Infrastructure
Officer
• Tsunami of data to be managed, integrated, and
leveraged
• Integrated information economy
– Shift from silo to 360 views
– Circular information integration throughout ecosystem
(partners, customers, etc)
– Point of touch information needs
• Analytics for innovation and sustained
competitiveness
– CMOs and CFOs developing siloed competency centers
3
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5. CIO Infrastructure Focus
s
ed
Ne
er
Us
tyi
Desktop Mobile Help Desk
tiv
ec
nn
Co
s.
Networking Telephony
Sy
d
En
ck
Ba
Data Centers Cloud Support Virtualization
5
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6. Topical Agenda
How
should
we
think
about
the
role
of
the
CDO/TDJ?
What
should
that
role
have
responsibility
for
within
an
organiza@on?
Where
should
that
role
sit
in
the
organiza@on
chart?
• What is in a name/title?
• Who are this individual’s peers?
• Where does one obtain the requisite background to
qualify?
• How does RACI (a responsibility assignment matrix) apply?
• When does data influence IT development efforts?
• Why are these issues not better understood?
6
Copyright 2013 by Data Blueprint
7. CDO Survey: Does your organization need a
CDO?
1%
No - our organizational data is
6%
not important enough to warrant
this type of attention.
8%
25% No - our CIO is covering these
responsibilities.
No - someone beside the CIO is
covering these responsibilities.
Yes - but my organization is not
7% there yet. We don't even have a
data-focused corporate strategy.
Yes - we are currently in the
process of creating this position
and/or hiring for it.
53% Other - Please provide additional
comments.
7
Copyright 2013 by Data Blueprint
8. Outline
• What is in a name/title?
#EDW13
#dataed
• Who are this individual's peers?
• Where does one obtain the requisite background
to qualify?
• How does RACI (a responsibility assignment
matrix) apply?
• When does data influence IT development
efforts?
• Why are these issues not better understood?
8
Copyright 2013 by Data Blueprint
9. The "Chief Officer" Title
• Chief
– The head or leader of an organized body of people; the person
highest in authority: the chief of police
• Chief Risk Officer (CRO)
– Individual possessing the knowledge, skills, and abilities makes
decisions and implements risk management
• Chief Medical Officer (CMO)
– Responsible for organizational medical matters. The organization,
and the public, has similar expectations for any of chief officer –
especially after Sarbanes-Oxley
• Chief Financial Officer (CFO)
– Individual possessing the knowledge, skills, and abilities to be both
the final authority and decision-maker in organizational financial
matters
[dictionary.com]
9
Copyright 2013 by Data Blueprint
10. What is the right role to lead data?
• How does the organization not get overwhelmed with
logarithmic increases in data volumes, changing business
models, colliding ecosystems, increasing regulation?
• Shift in perspective from data as an afterthought to
strategic, analytic focus on leveraging data
• How does the organization stay nimble, agile, and
responsive in light of this overwhelm?
• Job skill disconnect – how can you optimize the data for
business opportunity if you’re not part of the business
conversation?
10
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11. CDO Survey: Does your organization currently have a CDO or are
you in the process of creating the position and/or hiring for it?
6%
4% Yes, the individual reports/will
18% report to the CIO.
4%
Yes, the individual reports/will
report to the business.
Yes, it is considered a joint
business/IT role in terms of
reporting.
No, we are not in the process of
hiring. We are not even thinking
about it.
Other - Please provide
additional comments.
68%
11
Copyright 2013 by Data Blueprint
12. Outline
• What is in a name/title?
#EDW13
#dataed
• Who are this individual's peers?
• Where does one obtain the requisite background
to qualify?
• How does RACI (a responsibility assignment
matrix) apply?
• When does data influence IT development
efforts?
• Why are these issues not better understood?
12
Copyright 2013 by Data Blueprint
13. TDJ Reporting
Top Job
Top
Top
Top Chief Top Top
Information
Operations Data Finance Marketing
Technology
Job
Opera
Job Officer Job Job
Data Governance Organization
• There is enough work to justify the function
• There is not much talent
13
Copyright 2013 by Data Blueprint
14. CDO Organizational Alignment
Enterprise
Supports CXO’s with:
• Business Strategy Data
Alignment
• Governance
• Policies
• Processes and Tools
Horizontal
Breakdowns Silos, crosses lines of
business
Business Focus
Ops CSU Sales Fin.
Aligned with Business not the CIO
14
Copyright 2013 by Data Blueprint
15. Outline
• What is in a name/title?
#EDW13
#dataed
• Who are this individual's peers?
• Where does one obtain the requisite background
to qualify?
• How does RACI (a responsibility assignment
matrix) apply?
• When does data influence IT development
efforts?
• Why are these issues not better understood?
15
Copyright 2013 by Data Blueprint
16. CDO Survey: What key qualifications are
necessary to be a successful CDO?
&!!"!#$
88.5%
83.2%
66.4%
62.8% 61.1% 59.3% 59.3%
55.8%
51.3%
%!"!#$ 46.0% 44.3%
41.6%
38.9%
29.2%
!"!#$
Experience in Strong Expertise in Experience in Extensive Experience in Information Familiarity with Expertise in Familiarity with Familiarity in Familiarity with Expertise in End-to-end data
operationalizing leadership and creating and defining industry leading major management Enterprise creating and process setting up and industry data business and IT warehousing
Data C-suite/board deploying best business knowledge, information program life Metadata leading best of modeling, supporting models architecture, program
Governance, communication practices and requirements for including management cycle experience Management class business semantic information including execution
Data skills methodologies information expertise at the programs in key (business and and IT teams for modeling and analytics teams familiarity with knowledge and
Stewardship and management intersection of business areas IT) and OMG information data modeling leading leadership
Data Quality projects risk and other related to the standards management architectural
domains industry standards such
as TOGAF, FEA
and/or Zachman
16
Copyright 2013 by Data Blueprint
17. CDO Survey: What key traits are necessary to
be a successful CDO?
&!!"!#$ 93.8%
&!!"!#$ 93.8%
85.8%
85.8% 82.3% 82.3%
82.3% 82.3%
74.3% 72.6%
74.3% 72.6% 66.4%
66.4%
54.9%
54.9%
%!"!#$ 45.1%
%!"!#$ 45.1% 38.9%
38.9%
29.2%
29.2%
!"!#$
!"!#$ Possess a Outstanding Politically Leader and Team builder Understands Understand Can work with SME in Not too Entrepreneurial
Possess a
balance of Outstanding
relationship Politically
savvy Leader and
visionary Team builder Understands
privacy, data Understand Can work with
core pure IT and SME in
requisite technical but Entrepreneurial
Not too
balance of relationship
technical skills, building and savvy visionary privacy, data
security, and core
information pure IT and business side
information requisite technical but
not a technical
technical skills, communication
business building and security, and
risk information management business as
domains of information as well side not a technical
novice
knowledge and communication
business skills management risk, industry management methodologies
risk domains of specialists to as well as novice
knowledge and
people skills skills components of risk, industry specialists to methodologies
management knowledge, bridge the and practices
people skills components of product/serviceinformation gap and practices
data knowledge, bridge the needed to
data product/serviceinformation gap needed to
and customer effectively
and customer effectively
connect
connect
business
business
requirements
requirements
to IT
to IT
17
Copyright 2013 by Data Blueprint
18. Outline
• What is in a name/title?
#EDW13
#dataed
• Who are this individual's peers?
• Where does one obtain the requisite background
to qualify?
• How does RACI (a responsibility assignment
matrix) apply?
• When does data influence IT development
efforts?
• Why are these issues not better understood?
18
Copyright 2013 by Data Blueprint
19. CDO Survey: What capabilities does the CDO
organization provide?
19
Copyright 2013 by Data Blueprint
20. CDO Primary Activities
• Enterprise Data Strategy
– Supports enterprise business strategy, innovation, and revenue
– Partnering with business leads to optimize and leverage enterprise data assets
• Owns Data Governance and Architecture
– Enterprise data governance, including policies, processes, and standards
– Enterprise information architecture
– Policies, processes, and standards
– Data security and IAM
– Managing enterprise data team
– Developing control points in SDLC and agile development processes
• Manages Legal, Compliancy, and Budget
– Understands and works within national and international regulatory
environment
– Procurement and Contracts
– Funding and Budgeting
20
Copyright 2013 by Data Blueprint
21. CDO Activities
y
teg
tra
s S
ial
nc
a
Fin
ce
Budget & Funding Procurement & Contracts
an
ern
ov
t G
Policies, Procedures & Data Team Mgmt. Regulatory Compliance
Standards
c
ffe
rE
lie
ltip
Agile & SDLC Establish DG & DQ
EIA Asset Optimization
Mu
Control Points Programs
21
Copyright 2013 by Data Blueprint
22. RACI-aka Responsibility Assignment Matrix
• Responsible
• Accountable (also approver or final approving authority)
• Consulted (sometimes counsel)
• Informed
22
Copyright 2013 by Data Blueprint
23. Outline
• What is in a name/title?
#EDW13
#dataed
• Who are this individual's peers?
• Where does one obtain the requisite background
to qualify?
• How does RACI (a responsibility assignment
matrix) apply?
• When does data influence IT development
efforts?
• Why are these issues not better understood?
23
Copyright 2013 by Data Blueprint
24. Designing for Evolution is Different than
Creating New Systems Future State
Common Organizational Data
(and corresponding data needs requirements)
Evolve (Version
+1)
(Version +1)
Systems
Development
Activities
Create
New Organizational
Capabilities
24
Copyright 2013 by Data Blueprint
25. Individual SDLC efforts make increasing use
from IA Increasing scope and depth
of information architecture utility
Organized Organized Organized
Requests Results system system system
metadata metadata metadata
Individual SDLC Effort Requests
Requirements
Result Requests Results
Design
Implement
Individual SDLC Effort
Requirements
• Over time the: Design
– Number of requests increase Implement
– Utility of the results increase Individual SDLC Effort
– Amount of metadata contributed by Requirements
new systems development Design
increases Implement
25
Copyright 2013 by Data Blueprint
26. CDO Activities
y
teg
tra
s S
ial
nc
a
Fin
ce
Budget & Funding Procurement & Contracts
an
ern
ov
t G
Policies, Procedures & Data Team Mgmt. Regulatory Compliance
Standards
c
ffe
rE
lie
ltip
Agile & SDLC Establish DG & DQ
EIA Asset Optimization
Mu
Control Points Programs
26
Copyright 2013 by Data Blueprint
28. Outline
• What is in a name/title?
#EDW13
#dataed
• Who are this individual's peers?
• Where does one obtain the requisite background
to qualify?
• How does RACI (a responsibility assignment
matrix) apply?
• When does data influence IT development
efforts?
• Why are these issues not better understood?
28
Copyright 2013 by Data Blueprint
29. What do we teach business people about data?
What percentage of them deal with it daily?
29
Copyright 2013 by Data Blueprint
30. What do we teach IT people about data?
• 1 course
– How to build a new
database
– 80% of IT expenses
are used to improve
existing IT assets
• What impression do
IT people get from
this education?
– Data is a technical
skill that is used to develop new databases
• This is not the best way to educate IT and business people
about data - every organization's
– Sole non-depleteable, non-degrading, durable, strategic asset
30
Copyright 2013 by Data Blueprint
31. Questions?
+ =
Submit your questions through the chat!
31
Copyright 2013 by Data Blueprint
32. Upcoming Events
April Webinar:
Unlock Business Value through Data Governance
April 9, 2013 @ 2:00 PM ET/11:00 AM PT
May Webinar:
Demystifying Big Data
May 14, 2013 @ 2:00 PM ET/11:00 AM PT
Sign up here:
• www.datablueprint.com/webinar-schedule
• www.Dataversity.net
Brought to you by:
32
Copyright 2013 by Data Blueprint
33. Infographic: The Rise of the CDO
Source: http://www.datablueprint.com/Blog/entry/making-room-in-the-c-suite-the-rise-of-the-chief-data-officer/
33
Copyright 2013 by Data Blueprint
34. Infographic: The Rise of the CDO, cont’d
Source: http://www.datablueprint.com/Blog/entry/making-room-in-the-c-suite-the-rise-of-the-chief-data-officer/
34
Copyright 2013 by Data Blueprint