Organizing to manage information assets

© InfoSight Partners, L.L.C.,2016, All Rights Reserved© InfoSight Partners, L.L.C.,2016, All Rights Reserved
Rethinking
Information
Strategies In the information economy, information is a valuable asset of
the organization, but few companies have found a way to
- Measure the value of the information assets of the
organization
- Positively influence the value of the organization’s
information assets
- Manage the information assets similarly to other assets
- Optimize the availability of information for use in business
processes
This overview is devised for that discussion
Measure the value of the information assets of the
organization
Positively influence the value of the organization’s
information assets
Manage the information assets similarly to other assets
Optimize the availability of information for use in business
processes

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

Architecting how
value will be
obtained from the
intersection of
business process
and information by
those who execute
the processes
Eradicating
resistance to using
information as
defined in the
architected
blueprint
Recording the
intersections and
use of information
by business
processes
Engineering and
operating the
machinery that
aligns resistance
free information to
business process
CDO
CIO
DGC
DAM

The CDO is accountable for the
alignment of processes,
information and process actors
The CDO records the alignment
in a repository. The recorded
alignment yields potential value.
The CDO validates the alignment
regularly to ensure that
information value can be achieved
without requiring process actors
to resort to excel to consume the
information.

The CIO is
accountable
for
manufacturing
information

Governance
adheres to the
CDO Blueprint
Information consumed from reports
usually yields the minimum value
Governance will not have a major role
in obtaining organizational value if
reports are their primary focus

The Data Asset
manager
records use of
information.

THE CLASSES OF INFORMATION INVENTORY
Valued
Actual
Actual
Potential
WIP
Data
The raw materials: inferences, knowledge
and innovations
Data being transformed to information
using machinery engineered by the CIO
Aligned information not yet consumed
by business processes
Information that has been consumed (it
can be re-consumed prior to expiration)
Information whose consumption has been
recorded and value has been registered
The Data Asset
Manager (DAM)
administrates
the inventory of
information
assets

Intangible non-depleting but expiring
assets of the organization
They are measured similarly to
royalties, and are metered based on a
repository which records the
intersection of business processes,
actors and information
The value achievable from
information is highly situational
based on whether the business
conditions of the process are
business as usual (BAU) extraordinary
(Non-BAU) or disruptive
A well maintained and
current repository takes
out the crystal ball
nature of identifying
information value from
the equation

Instructions to
transform data to
information are
applied
Data – Any heard or
heard inferences,
knowledge or
innovations. Alignment
to business process
occurs only by
accident.
The
transformation
plan is executed
to create
information
Finished Goods
Information
Assets are
created ready for
consumption
The Information
Assets achieve
value when they
are consumed by
business
processes
No attempt to
eliminate resistance
has been applied to
data
The DAM
records value
for the
consumed
information
assets
Finished Goods
Information has
potential value
because it is
ready for
consumption but
has not yet been
consumed

The CDO engineers proper alignment
Governance eradicates resistance
The CIO engineers information from data
The DAM manages the information inventory

Most organizations do not have the means to
ensure alignment of information to process.
Without this alignment, the availability of
information, not misaligned data, will be haphazard.
Governance is often focused in most organizations
on source (data), not the end product. It is the
information that creates value that governance
should be concerned in improving. If it leads to
fixing the internally sourced information only, then it
will be missing much required for Non-BAU signals.
The machinery is devised to store everything in a
“prego, it’s in there” warehouse. Having a warehouse
does little if anything in ensuring alignment.
Few if any organizations are in a position to measure
the consumption of information. They are focused
on producing he source and count on the actors of
business processes figuring out how to align
information with process.

Manage
Meter
Govern
Engineer
Measure
Manage information as an intangible, non-depleting (but expiring) asset of the organization
Organize to manage the information asset, including creating the consumption blueprint,
eliminating resistance to the consumption plan and measuring the success of the execution
strategy to manage information as an enterprise asset.
Meter the consumption of information by business process, and record potential and actual
information in a repository.
Govern the forces that prevent use of information in business processes (resistance). If
information is not consumed in process, there is little current payback in governing it.
Switch the focus of the technology organization from managing the data source to managing
the consumable information products.
Measure the inventory state (data, WIP, Potential, Actual), resistance, source, etc. as metrics
to improve the valuations of the information assets and minimize resistance to using
information, especially at Non BAU and disruptive times (when it is most valuable).

Q & A
Thank You

Organizing to manage information assets

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