The document provides a framework for measuring the revenue influence achievable by the activities of the Chief Data Officer (CDO). It outlines how information is linked to organizational value by facilitating strategies and tactics. The CDO is responsible for ensuring optimal use of information and negotiating the percentage of value attributed to information assets. Metrics are suggested to measure the effectiveness of the CDO in optimizing information use, especially in non-routine situations, and the revenue attributable to the CDO's efforts in influencing information value.
BI Consultancy - Data, Analytics and StrategyShivam Dhawan
The presentation describes my views around the data we encounter in digital businesses like:
- Looking at common Data collection methodologies,
-What are the common issues within the decision support system and optimiztion lifecycle,
- Where are most of failing?
and most importantly, "How to connect the dots and move from Data to Strategy?"
I work with all facets of Web Analytics and Business Strategy and see the structures and governance models of various domains to establish and analyze the key performance indicators that allow you to have a 360º overview of online and offline multi-channel environment.
Apart from my experience with the leading analytic tools in the market like Google Analytics, Omniture and BI tools for Big Data, I am developing new solutions to solve complex digital / business problems.
As a resourceful consultant, I can connect with your team in any modality or in any form that meets your needs and solves any data/strategy problem.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Superweek 2022 - Solid & Digital Analytics TrackingJente De Ridder
Our industry is changing rapidly: tracking standards are under pressure, consumers are more privacy conscious and legislators are trying to regain control of big tech.
Solid offers an answer to all these challenges. It is a framework initiated by Tim Berners Lee, the inventor of the world wide web. And it is clear that this will be a game changer for how personal data will be handled in the future.
The question is how we as an industry will prepare ourselves for this and how we all can contribute to the adoption of this new standard?
Business today is starting to understand the value of data, and some organisations are outperforming their competition by putting data at the heart of their thinking. Leveraging data to change business models, understand their customers and employees better and deliver new revenue streams is the driving force in this new data centric era.
Jon Woodward - MSFT
Dave Coplin - MSFT
Mike Bugembe - JustGiving
Gary Richardson - KPMG
Digital Transformation - another buzzword around the globe, is it? Well, it is a trend of course, but, all of trends has some reason behind them. So, what Digital Transformation stands for? What is transformed? How the transformation is done? Why do we need to transform something? This presentation focuses on answering these questions and understanding what stands behind the trend called Digital Transformation from user experience point of view.
BI Consultancy - Data, Analytics and StrategyShivam Dhawan
The presentation describes my views around the data we encounter in digital businesses like:
- Looking at common Data collection methodologies,
-What are the common issues within the decision support system and optimiztion lifecycle,
- Where are most of failing?
and most importantly, "How to connect the dots and move from Data to Strategy?"
I work with all facets of Web Analytics and Business Strategy and see the structures and governance models of various domains to establish and analyze the key performance indicators that allow you to have a 360º overview of online and offline multi-channel environment.
Apart from my experience with the leading analytic tools in the market like Google Analytics, Omniture and BI tools for Big Data, I am developing new solutions to solve complex digital / business problems.
As a resourceful consultant, I can connect with your team in any modality or in any form that meets your needs and solves any data/strategy problem.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Superweek 2022 - Solid & Digital Analytics TrackingJente De Ridder
Our industry is changing rapidly: tracking standards are under pressure, consumers are more privacy conscious and legislators are trying to regain control of big tech.
Solid offers an answer to all these challenges. It is a framework initiated by Tim Berners Lee, the inventor of the world wide web. And it is clear that this will be a game changer for how personal data will be handled in the future.
The question is how we as an industry will prepare ourselves for this and how we all can contribute to the adoption of this new standard?
Business today is starting to understand the value of data, and some organisations are outperforming their competition by putting data at the heart of their thinking. Leveraging data to change business models, understand their customers and employees better and deliver new revenue streams is the driving force in this new data centric era.
Jon Woodward - MSFT
Dave Coplin - MSFT
Mike Bugembe - JustGiving
Gary Richardson - KPMG
Digital Transformation - another buzzword around the globe, is it? Well, it is a trend of course, but, all of trends has some reason behind them. So, what Digital Transformation stands for? What is transformed? How the transformation is done? Why do we need to transform something? This presentation focuses on answering these questions and understanding what stands behind the trend called Digital Transformation from user experience point of view.
The State of Global AI Adoption in 2023InData Labs
In our inaugural report, 2023 State of AI, we examine trends in AI adoption across industries, the current state of the market, and technologies that shape the field.
The goal of this report is to help company leaders and executives get a better handle on the AI landscape and the opportunities it brings for the business.
2023 State of AI report will help you to answer questions such as:
-How are organizations applying artificial intelligence in the real world in 2023?
-What industries are leading in terms of AI maturity?
-How has generative AI impacted businesses?
-How can organizations prepare for AI transformation?
Download your free copy now and adopt the key technologies to improve your business.
In 2023 the role of Digital will continue to deepen and play an even bigger role across your brand strategy and marketing touchpoints, your overall customer experience, and your customer service delivery.
Every C-Level Executive, Board Member, and Business Owner must understand the trends, such as AI, Web3, Personalisation, Sustainability, Data, Cyberrisk to name a few, that will drive Digital and Brand Strategy in the upcoming year.
This presentation is part of the Futuresoft Lunch and Learn Series and focused on a deep dive into Digital Trends for 2023.
The Future of AI in Digital Marketing Transforming Customer Experiences.pdfAdsy
Can AI help marketers understand users better?
That's what we want to figure out in this presentation.
Firstly, let's see how AI can help with personalization. Also, let's see how artificial intelligence can help with user engagement.
Sure thing, we will talk about ethical concerns regarding AI.
But overall, you need to know that more and more companies use AI in their daily activities.
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
Lake Database Database Template Map Data in Azure Synapse AnalyticsErwin de Kreuk
Database templates in Synapse Analytics are blueprints which can be used by organizations to plan, architect and design solutions.
How can we use these Database Templates in a day-to-day business, in order to speed up to automate this process?
Map data tool can help us with that
Welcome to the B2C Content Marketing Benchmarks, Budgets, and Trends: Insights for 2022 report. This report looks back on the last 12 months and includes expectations for 2022.
Our research suggested that, due to work-from-home requirements, content marketing piqued the interest of many who were previously unaware of its power. With more people than ever spending time online, content marketing presented a prime opportunity for businesses to get and stay in front of audiences. Some B2C marketers discovered new audiences altogether.
Short articles and videos were big over the last 12 months with the B2C marketers we surveyed. In addition, expect a lot of B2C investment in video in 2022: 72% forecast investment in this area. Paid media came in a distant second.
Although most B2C marketers reported success with content marketing in the last 12 months, there are still challenges. Respondents said their top two content marketing challenges were creating content that appeals to multi-level roles within the target audience (42%) and internal communication between teams/silos (41%).
If B2C marketers can overcome these challenges, they’ll improve their odds of achieving greater content marketing success in 2022.
Driving Digital Transformation in Higher Education. 2020 EDUCAUSE Horizon Reporteraser Juan José Calderón
Driving Digital Transformation in Higher Education . 2020 EDUCAUSE Horizon Report™ | Teaching and Learning Edition. D. Christopher Brooks, EDUCAUSE
Mark McCormack, EDUCAUSE
June 2020
This report profiles key trends and emerging technologies and practices shaping the future of teaching and learning and envisions a number of scenarios and implications for that future. It is based on the perspectives and expertise of a global panel of leaders from across the higher education landscape.
McKinsey Global Institute's latest report shows how soaring flows of data and information now generate more economic value than the global goods trade. Here are the key charts and graphs that tell the story. For the full report, visit http://bit.ly/digiflows.
Compiled by Kurio & thenetworkone
The contributing experts and agencies are : Michał Kaliściak, Head of Content & Moderation, 180heartbeats +JUNG v MATT (PL), Kevin Fernandez, Social Media Producer, Adolescent Content (USA), Mar Camps, Digital Director, Atrevia (ES), Emily Ostrowska, Social Strategist, Culture (NZ), Adaobi Ugoago, Senior Creative Strategist, Day One Agency (USA), Silvia Tasso, Senior Digital Strategist & Francesca Trevisan, Digital Strategist, Different (IT), Jemma Parkin, Senior Account Manager, The Hallway (AU), Monika James, General Manager, Healthy Thinking Group Asia (SG), James Hebbert, Managing Director, Hylink UK (CH/UK), Lukas Hardy, Social Media Manager & Pancho González, Chief Creative Officer, Inbrax (CL), Oana Oprea, Head of Digital Planning, Jam Session (RO), Megan Perks, Executive Creative Director, Joe Public United (SA), Amy Bottrill, Social Account Director, Launch (UK), Gaby Arriaga, Founder, Leonardo1452 (MX), Rajesh Mehta, Chief Strategy Officer & Dhruv Gaur, Consultant, Digital Marketing, Medulla Communications (IN), Shannon Osborne, Head of Digital, Osaka Labs (UK), Lucas Florian, Unit Director, PIABO (DE), Kei Obusan, Senior Data and Insights Manager, Radarr (SG), Carol Chan, Managing Director, Comms8 (UK/HK), Presh Hunder, Social Media Manager & Jide Agbana, Product Marketing Manager, Enterfive (US / UK / NRA), Christopher Dimmock, SVP Integrated Strategy, Abelson Taylor (USA)
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.
Dcaf transformation & kg adoption 2022 -alan morrisonAlan Morrison
A keynote presentation on knowledge graph adoption trends and how to do digital transformation differently.
Delivered at the Enterprise Data Transformation & Knowledge Graph Adoption
A Semantic Arts DCAF Event
February 28, 2022
Your Raw Data is Ready - Introduction to Analytics Engineering | SMX Advanced...Christopher Gutknecht
In this SMX Advanced 2022 session, Christopher talks about the potential of working with raw data and how to properly approach the task of transforming raw data into high-quality reusable tables in your data warehouse. dbt as a transformation framework plays a key role in delivering quality and structure for this process. The chance for search marketers is to acquire data modeling skills and learn to build their own custom data products around Google Ads and Google Analytics. This talk is not just for inhouse-teams, also for agencies seeking to extend their services into data management.
The State of Global AI Adoption in 2023InData Labs
In our inaugural report, 2023 State of AI, we examine trends in AI adoption across industries, the current state of the market, and technologies that shape the field.
The goal of this report is to help company leaders and executives get a better handle on the AI landscape and the opportunities it brings for the business.
2023 State of AI report will help you to answer questions such as:
-How are organizations applying artificial intelligence in the real world in 2023?
-What industries are leading in terms of AI maturity?
-How has generative AI impacted businesses?
-How can organizations prepare for AI transformation?
Download your free copy now and adopt the key technologies to improve your business.
In 2023 the role of Digital will continue to deepen and play an even bigger role across your brand strategy and marketing touchpoints, your overall customer experience, and your customer service delivery.
Every C-Level Executive, Board Member, and Business Owner must understand the trends, such as AI, Web3, Personalisation, Sustainability, Data, Cyberrisk to name a few, that will drive Digital and Brand Strategy in the upcoming year.
This presentation is part of the Futuresoft Lunch and Learn Series and focused on a deep dive into Digital Trends for 2023.
The Future of AI in Digital Marketing Transforming Customer Experiences.pdfAdsy
Can AI help marketers understand users better?
That's what we want to figure out in this presentation.
Firstly, let's see how AI can help with personalization. Also, let's see how artificial intelligence can help with user engagement.
Sure thing, we will talk about ethical concerns regarding AI.
But overall, you need to know that more and more companies use AI in their daily activities.
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
Lake Database Database Template Map Data in Azure Synapse AnalyticsErwin de Kreuk
Database templates in Synapse Analytics are blueprints which can be used by organizations to plan, architect and design solutions.
How can we use these Database Templates in a day-to-day business, in order to speed up to automate this process?
Map data tool can help us with that
Welcome to the B2C Content Marketing Benchmarks, Budgets, and Trends: Insights for 2022 report. This report looks back on the last 12 months and includes expectations for 2022.
Our research suggested that, due to work-from-home requirements, content marketing piqued the interest of many who were previously unaware of its power. With more people than ever spending time online, content marketing presented a prime opportunity for businesses to get and stay in front of audiences. Some B2C marketers discovered new audiences altogether.
Short articles and videos were big over the last 12 months with the B2C marketers we surveyed. In addition, expect a lot of B2C investment in video in 2022: 72% forecast investment in this area. Paid media came in a distant second.
Although most B2C marketers reported success with content marketing in the last 12 months, there are still challenges. Respondents said their top two content marketing challenges were creating content that appeals to multi-level roles within the target audience (42%) and internal communication between teams/silos (41%).
If B2C marketers can overcome these challenges, they’ll improve their odds of achieving greater content marketing success in 2022.
Driving Digital Transformation in Higher Education. 2020 EDUCAUSE Horizon Reporteraser Juan José Calderón
Driving Digital Transformation in Higher Education . 2020 EDUCAUSE Horizon Report™ | Teaching and Learning Edition. D. Christopher Brooks, EDUCAUSE
Mark McCormack, EDUCAUSE
June 2020
This report profiles key trends and emerging technologies and practices shaping the future of teaching and learning and envisions a number of scenarios and implications for that future. It is based on the perspectives and expertise of a global panel of leaders from across the higher education landscape.
McKinsey Global Institute's latest report shows how soaring flows of data and information now generate more economic value than the global goods trade. Here are the key charts and graphs that tell the story. For the full report, visit http://bit.ly/digiflows.
Compiled by Kurio & thenetworkone
The contributing experts and agencies are : Michał Kaliściak, Head of Content & Moderation, 180heartbeats +JUNG v MATT (PL), Kevin Fernandez, Social Media Producer, Adolescent Content (USA), Mar Camps, Digital Director, Atrevia (ES), Emily Ostrowska, Social Strategist, Culture (NZ), Adaobi Ugoago, Senior Creative Strategist, Day One Agency (USA), Silvia Tasso, Senior Digital Strategist & Francesca Trevisan, Digital Strategist, Different (IT), Jemma Parkin, Senior Account Manager, The Hallway (AU), Monika James, General Manager, Healthy Thinking Group Asia (SG), James Hebbert, Managing Director, Hylink UK (CH/UK), Lukas Hardy, Social Media Manager & Pancho González, Chief Creative Officer, Inbrax (CL), Oana Oprea, Head of Digital Planning, Jam Session (RO), Megan Perks, Executive Creative Director, Joe Public United (SA), Amy Bottrill, Social Account Director, Launch (UK), Gaby Arriaga, Founder, Leonardo1452 (MX), Rajesh Mehta, Chief Strategy Officer & Dhruv Gaur, Consultant, Digital Marketing, Medulla Communications (IN), Shannon Osborne, Head of Digital, Osaka Labs (UK), Lucas Florian, Unit Director, PIABO (DE), Kei Obusan, Senior Data and Insights Manager, Radarr (SG), Carol Chan, Managing Director, Comms8 (UK/HK), Presh Hunder, Social Media Manager & Jide Agbana, Product Marketing Manager, Enterfive (US / UK / NRA), Christopher Dimmock, SVP Integrated Strategy, Abelson Taylor (USA)
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.
Dcaf transformation & kg adoption 2022 -alan morrisonAlan Morrison
A keynote presentation on knowledge graph adoption trends and how to do digital transformation differently.
Delivered at the Enterprise Data Transformation & Knowledge Graph Adoption
A Semantic Arts DCAF Event
February 28, 2022
Your Raw Data is Ready - Introduction to Analytics Engineering | SMX Advanced...Christopher Gutknecht
In this SMX Advanced 2022 session, Christopher talks about the potential of working with raw data and how to properly approach the task of transforming raw data into high-quality reusable tables in your data warehouse. dbt as a transformation framework plays a key role in delivering quality and structure for this process. The chance for search marketers is to acquire data modeling skills and learn to build their own custom data products around Google Ads and Google Analytics. This talk is not just for inhouse-teams, also for agencies seeking to extend their services into data management.
Introducing the information valuation estimatorMark Albala
In the digital economy, information, properly deployed, is a catalyst for value. It is the information that flows through the platforms that together represent an organization’s digital presence. And it is the pillars of value that represent an organization’s information mantra. Information is nothing less than the lifeblood for converting content to value in the digital economy.
The Information Value Estimator (IVE) is a tool that is used to estimate the effectiveness of information in your organization and derives an attempt to estimate the uplift in revenue that is achievable by improving the management of information as an asset of the organization.
It is absolutely true that analytics is a big part of the equation. However, for the majority of opportunities, particularly when disruptive times prevail, where information can make a big difference is realized when a high degree of autonomous analytics is involved. This autonomy will accelerate the execution of information based actions taken in the digital economy by an organization. A keen understanding of how business processes consume information is required to deploy this level of autonomy. A low level of resistance to putting the faith of the organization into these autonomous analytics is required to optimize value in the digital economy. The means to review, countermand and tune these autonomous analytics is mandatory.
The Information Value Estimator, available upon request, can be used as a self-service tool. Its use is intended to serve as a vehicle to identify initiative opportunities, few of which will be traditional IT opportunities, that will have a measurable impact on the value of information. It is recommended to augment the estimator with a benchmarking of information value to show progress made and refine deficiencies that will impact the ability to wield information in the digital economy.
The third edition of the BoardMatters Quarterly explores how big data and analytics emerge as game-changers for business. This edition also explores how we can tackle corruption, boosting internal control mechanisms.
Organizing to manage information assetsMark Albala
The presentation provides a new approach to managing and measuring the value of an organization's information assets, and gives a brief overview of the roles involved in this new management approach
Driving A Data-Centric Culture: The Leadership ChallengePlatfora
Embracing data as a corporate asset—and a source of competitive advantage—is not just a “good idea” that companies should consider. Such adoption will help determine the winners and losers across multiple markets and industries in the future.
In the last couple of years, corporate focus has shifted: first, from investing in the right technology and tools; then to acquiring the right talent and skills; and now to building the right organizational culture that can realize the business value of powerful big-data analytic tools.
Most organizations today are still focused on putting in place the right technology and talent, but others have evolved further and are working toward fostering a data-centric corporate culture.
189
C H A P T E R 10
Information
Governance and
Information Technology
Functions
Information technology (IT) is a core function impacted by information gover-ynance (IG) efforts. IT departments typically have been charged with keeping the “plumbing” of IT intact—the network, servers, applications, and data—but although
the output of IT is in their custody, they have not been held to account for it; that
is, the information, reports, and databases they generate have long been held to be
owned by users in business units. This has left a gap of responsibility for governing
the information that is being generated and managing it in accordance with legal and
regulatory requirements, standards, and best practices.
Certainly, on the IT side, shared responsibility for IG means the IT department
itself must take a closer look at IT processes and activities with an eye to IG. A
focus on improving IT effi ciency, software development processes, and data quality
will help contribute to the overall IG program effort. IT is an integral piece of the
program.
Debra Logan, vice president and distinguished analyst at Gartner, states:
Information governance is the only way to comply with regulations, both cur-
rent and future, and responsibility for it lies with the CIO and the chief legal
offi cer. When organizations suffer high-profi le data losses, especially involv-
ing violations of the privacy of citizens or consumers, they suffer serious repu-
tational damage and often incur fi nes or other sanctions. IT leaders will have
to take at least part of the blame for these incidents. 1
Gartner predicts that the need to implement IG is so critical that, by 2016, fully
one in fi ve chief information offi cers (CIOs) will be terminated for their inability to
implement IG successfully.
Aaron Zornes, chief research offi cer at the MDM (Master Data Management)
Institute, stated: “While most organizations’ information governance efforts have fo-
cused on IT metrics and mechanics such as duplicate merge/purge rates, they tend to
ignore the industry- and business-metrics orientation that is required to ensure the
economic success of their programs.” 2
190 INFORMATION GOVERNANCE
Four IG best practices in this area can help CIOs and IT leaders to be successful
in delivering business value as a result of IG efforts:
1. Don’t focus on technology, focus on business impact
Technology often enthralls those in IT—to the point of obfuscating the
reason that technologies are leveraged in the fi rst place: to deliver business
benefi t. So IT needs to reorient its language, its vernacular, its very focus
when implementing IG programs. IT needs to become more business savvy,
more businesslike, more focused on delivering business benefi ts that can help
the organization to meet its business goals and achieve its business objectives.
“Business leaders want t.
Presentation to introduce information governance. This should be used in conjunction with the paper I published on my website. A full information governance methodology, with research included from the foremost authorities on data governance.
Bridging the Gap Between Business Objectives and Data StrategyRNayak3
Explore the fundamental elements of a robust data strategy that aligns with business objectives, from defining goals to prioritizing data architecture.
The new ‘A and B’ of the Finance Function: Analytics and Big Data - -Evolutio...Balaji Venkat Chellam Iyer
Published in 2013, this White Paper discusses how the finance function would evolve with the combined forces of Big Data and Analytics and the levers that could help catalyze the change and has drawn upon the Global Trend Study conducted by Tata Consultancy Services (TCS) on how companies were investing in Big Data and deriving returns from it.
Driving Value Through Data Analytics: The Path from Raw Data to Informational...Cognizant
As organizations gather and process colossal amounts of data, analytics is essential for operational and strategic excellence. We offer a guide to the phases of the data analytics journey, from descriptive to diagnostic to predictive to prescriptive, covering intentions, tools and people considerations.
Rethinking information strategies information vs dataMark Albala
The second in the series of "Rethinking Information Strategies" focuses on shifting from a supply based strategy to a consumption based strategy for the information assets of an organization.
Learn the importance of Data Quality and the six key steps that you can take and put into process to help you realize tangible ROI on your data quality initiative.
A case for intelligent autonomous ai (iai)Mark Albala
Many argue that 90% or more of the trades on Wall Street are either totally administered without the aid of humans or greatly assist humans in the execution of trades. Although in its infancy, it is easy to envision that this onslaught of the digitization of the marketplace, both in execution and administration has led to the volatility of the marketplace. We are in the infancy of autonomic AI, and the volatility is a condition of AI routines, with no one at the helm, being knee jerk in the reaction to swings in the market caused by other AI routines with no one at the helm. For a historical perspective, in 2014, it was estimated that 75% of trades was originated from automated trade systems. By 2017, JPM estimates were that over 90% of trades were executed algorithmically.
If we further envision, it is easy to assume that the next generation of these AI brokers will understand that they will fall short of maximized profit by following the ebbs and tides of the market caused by other AI brokers, thereby reducing the overall market volatility but also putting traders not armed with these tradebots at a severe disadvantage.
The same logic will hold true to other business functions that succumb to algorithmic execution. The risk will be forever present that knee jerk reactions to every departure from expected outcomes will derail those enabling these algorithms into a whirlwind of turbulence, while those who are smarter in their execution plan will be able to judge such turbulence for what it is, others enabling algorithms to react to every blip.
While today’s autonomic algorithms are smart, they are not intelligent because they are unable to segregate blips from true trends, thereby resulting in knee jerk reactions. This writing will focus on how not to fall into the knee jerker category when implementing autonomic AI.
The long journey toward true data privacyMark Albala
Some recent events have illustrated the long journey we have towards data privacy, all caused by the common recognition issues of information valuation. Two companies that do indeed understand the value of information valuation, apple and Facebook, are at the cusp of a battle precipice that has all to do with the value achieved by Facebook through the monetization of information and Apple’s relentless charge towards protecting the privacy of apple subscribers.
But the fact that Facebook achieved earnings through its actions described in this article and was rewarded by Wall Street illustrates that we have a long road ahead of us, mostly on the cultural and regulatory front, to truly get actions in line with the desires for data privacy. Most importantly, the actions by Facebook have illustrated that while information has value, the regulations governing information have not caught up yet, particularly on defining parental rights for data privacy.
For those of you not aware of the events, Apple and Facebook are currently in a battle over Facebook breaching the app rules governing the harvesting of user data. At the heart of this battle was Facebook’s policy of providing those aged 13 to 35 up to $20 per month plus referral fees to harvest all the data from their mobile devices via a “Facebook Research Virtual Private Network” and use as Facebook saw fit, whether originated from the usage of Facebook or not. Many of those who agreed to receive these moneys were minors, and there has been no provision for parental approval of the use of the Facebook VPN. The Facebook VPN, according to Apple, violated the partner agreement, but again, parental rights never came into the conversation.
This article will define a series of actions that can be anticipated and why the defacto recognition of information value must exist before a realistic approach toward data privacy can become reality.
Analytics, business cycles and disruptionsMark Albala
The digital economy is different. Depending on platforms and a much more malleable set of methods to interact with consumers, an accelerated rate of disruptions compromises the orderly business experience of most market participants. A well-honed analytics program facilitates understanding these accelerated disruptions. With a platform based digital marketplace, obtaining the information necessary to decipher unexpected outcomes and prescribe suitable actions is difficult because the information required Both of these facts are important to analytics. First, platforms. Platform based activity is hard to decipher, not because it is more complex but because the information needed to decipher activity is not contained within your four walls.
Once deciphered, the next challenge facing organizations deciphering unexpected outcomes is a determination of whether the unexpected outcome is truly a disruptive event or simply a phase change in a regularly occurring business cycle. There are significant differences in the suitable reactions to disruptions and business cycle phase changes. Unfortunately, many organizations are ill equipped to discern between these two classes of unexpected business outcomes and consistently find their business plans fall victim to the actions of others within the marketplace.
Luckily, many of the activities of governmental and regulatory bodies are focused on predicting phase changes to the business cycles likely to impact the economic forces within the next fiscal year and describe their economic policies and agendas in publicly available documents and analysis. Understanding where to find these documents and how to use the published to discern between the likely business cycle phase changes and true disruptions as one of the vehicles available within your arsenal of analytics will lessen the occurrence of falling victim in the marketplace by misreading the clues available from unexpected outcomes. This document will address the sources most likely to assist and the actions to be taken to utilize the information attained from these documents.
A process for defining your digital approach to businessMark Albala
This material represents a templated approach specifically constructed to define your approach to digital commerce completed through one or more working sessions.
The business model canvas adapted for the digital economyMark Albala
The digital business model canvas is an adaptation of the business model canvas, a lean approach to defining business models augmented for the realities of digital commerce.
Welcome to the Algorithmic Age and the need for Analytic Accuracy AssuranceMark Albala
We are entering an age where algorithms are the underlying forces that manage interactions with consumers and members of your value chain. These algorithms deliver dynamically optimized content that address the wants, needs and desires of consumers and convert the delivery of the correct content into commercial transactions or referral income opportunities.
Software robots, or the autonomous software agents orchestrated and enabled with artificial intelligence, employ these algorithms to determine a path that optimizes organizational value. In most cases the employed analytics utilize historical data to determine the appropriate trajectories that optimize organizational value. There are times, however, when historical data is a poor predictor of future outcomes. These disruptive times will be commonplace during the foreseeable future. Many solutions that enlist the services of software robots available today do not have some of the critical components to identify and autonomously course correct for these disruptive times.
There are some critical components are often lacking from robotic engines or common business practices and will be described in this writing. These facilities are
A common framework that integrates interactions, the delivery of content, facilitation of referral income and commercial transactions into one integrated common platform-based framework,
Autonomous software capable of identifying when interactions, facilitation of referral income and commercial transactions arrive with unexpected outcomes, and can autonomously course correct,
Software components devised to identify and use the information most resilient to unexpected market forces when prescribing actions to take which are devised to navigate disruption waves,
Autonomous software that can robotically navigate disruption waves when possible and request swift actions from business stewards when appropriate actions to unexpected market cannot be computed,
Sufficiently robust workbench capabilities that allow business stewards to review robotic actions and immerse themselves in redirecting activities when necessary and
Enabling software and enabled teams tasked with the creation and maintenance of robotic software, algorithms, analytics and employed artificial intelligence at the breakneck speed of digital interactions.
There are some major innovations that will stand the chance of changing close to everything that will find their way into the lives of everyone not living under a rock. Some of these are
• major advances in battery technology that will impact close to everything that runs on battery,
• Graphene, a miracle product produced from Carbon that is one molecule thick, stronger than steel, capable of storing electricity and clear. Expect several innovations that will utilize graphene, including a possibility of Graphene disrupting all plastics and possibly aluminum, particularly if the prices sufficiently erode,
• Extended Reality, which is a converged view of the physical and digital landscapes available to the consumer and interacting with consumers in vastly transformed ways,
• Internet of Things (IoT) devices and IoT exchanges, which will allow companies to integrate their physical market presence into the digital processing stream and
• Adaptive Intelligence delivered through autonomous software robots, all interacting with the platforms that collectively represent an organization’s digital identity. Adaptive Intelligence stands the chance of changing close to everything.
All of this is highly disruptive, and during disruptive times analytics lose their accuracy because disruptions represent departures from historical trends. While these will not be the only disruptions that can be expected as, according to Ray Kurzweil and others, we approach a digital singularity, these expected disruptions will represent an opportunity to help shape the future in a way beneficial to the organization, at least if the disruptive times can be deciphered and successfully navigated.
Information's value is enhanced when curated for adaptive intelligenceMark Albala
Much has been written about improving the speed of your digital ecosphere through automation. Organizations that have attempted the automation of their digital ecosphere have discovered that while automation helps the anticipated repetitive tasks, in the configuration used by many organizations it does little to facilitate that which is not anticipated. Yes, automation does free those up who had to previously immerse themselves in the digital transaction stream. The leadership in markets, however, shift to the advantage of those who can read the tea leaves early and act at the blistering speed of the digital economy. The critical timelines require automation, but automation that can deliver status quo responses does not help when expected outcomes are lacking. Adaptive intelligence that utilizes autonomous, robotic software as its orchestration hub is called for, but only if the robotic software is aware of the processes and assumptions used to model the market so that departures from expected outcomes can be identified. With information serving as the lifeblood of the digital economy, leveraging information to its fullest is a prerequisite to survival, and adaptive intelligence is the means to leveraging information.
While there are features and functions not yet matured in many of the robotic process automation solutions, the real underlying roadblock to achieving adaptive intelligence is a lack of mapping the processes and the information consumed by those processes to the robotic software engine. The true leverage to be achieved, the autonomous robots enabling adaptive intelligence must be able to identify departures from expected outcomes and the means to adjust processes to meet the new trajectories present in the marketplace.
This writing will describe the mechanisms you should have in place to orchestrate adaptive intelligence through the facilities of the platforms that interface to your robotic process automation solution(s).
Your digital commerce activities depend on understanding the consumer so that you can share information with the consumer that they will care about. That means harvesting and storing consumer data so that analytics can predict and, in many cases, satisfy the wants, needs and desires of consumers. However, the ability to harvest and store consumer data is contingent on taking reasonable actions to protect that data from being used in ways not disclosed and in ways made possible through data theft (hackers).
92% of consumers have been concerned about the safety of their privacy information being available on line in the vast digital stores of organizations, and their sentiment has been heard by regulators, who have begun to put their foot down. First in Europe, Canada and the Far East, but the spread is contagious. GDPR, the most pervasive of these rules at this time, gives consumers the right to be forgotten from all the digital stores managed by an organization for any reason at all. These organizations have just 72 hours to comply with the request, by law. Stiff penalties have been defined for those incapable or unwilling to comply.
However, the ability to compete on the digital stage is a much larger penalty, and one that organizations should take seriously. Organizations which lose the ability to harvest personal data, either through regulation or due to consumers being unwilling to share with an organization they consider disreputable or incapable when it comes to their personal data, will be at a serious competitive disadvantage in the digital markets because their ability to predict the wants, needs and desires will be seriously marginalized.
Read more on what privacy controls are necessary to participate in the digital economy.
Disruptive outcomes are determined by consumersMark Albala
Digital disruptions are a consequence of the sheer speed of the digital economy and the breakneck speed at which we are navigating the digital economy in route to the autonomous age. Analytics are a core component of activities in the digital economy and will increase their prominence as a core component of the autonomous age. Digital interactions happen without the benefit of human hands. Ultimately, the selection from the various strategies and tactics launched to influence disruptions will be decided by consumers, who through processes of their own devise will internalize content to make their collective choices.
Disruptions occur when innovation, competitive, operational or other activities in the marketplace alter the anticipated outcomes in the marketplace. Disruptions occur in waves. The primary tool available to market participants during disruption waves is to influence the outcome of those waves through persuasive content. However, it is consumers that will ultimately collectively decide the winners and losers during a disrupted market, and their decisions will ultimately be based on content intended on influencing their decisions and their preconceived notions based on their individual views of the marketplace.
Content is the vehicle that market participants wield with intentions to influence consumers, but for content to achieve the intended goals, particularly during times when markets are disrupted, content must be clear and appear to consumers to either support their preconceived notions or appear to be so much of a benefit to consumers that they are willing to forgo any preconceived notions to achieve the intended benefits.
The delivery of this content is just as important as the contents of this content. If consumers cannot find the content or find it at times when they are not likely to give it the attention it deserves, then the intended outcomes are unlikely to be realized. Analytics controlled by self-learning intelligent algorithms are, if available, viable solutions to deliver content at the optimal time and through the optimal media. These algorithms, if effective, must be cognizant of the disruptions and what the potential influences the various actions of market participants will have on the behavior of consumers.
This writing is intended to provide guidelines on how to derive appropriate content to influence disruptions and how to deliver it in ways to influence its outcome in the marketplace.
Cybersecurity is a key ingredient in the digital economyMark Albala
The digital economy is very different. Information is the life blood of the digital economy, and cyber-security attacks are theft of information, sometimes with real financial implications. While too many companies have not revisited their cyber-security arsenal to meet the demands of the digital economy, the regulators have been busy to update the minimally acceptable levels of protection of individuals and their identity in the digital ecosphere. Many companies will be burned by the punitive damages levied by regulators and the reputational damage which impinges upon the ability to conduct digital commerce.
This writing will go through what it means to be cyber-safe in the digital economy and defines a framework that should be used by all organizations to identify the leakages in information either directly leaked by them or syphoned off through imposters misrepresenting the organization. From the regulatory and consumer vantage point, there is not difference, the organizations conducting digital commerce are required to perform the due diligence necessary to provide assurance to consumers that their digital interactions with organizations are secure and safe.
Many companies will appear in the tabloids with massive fines and punishment in the capital markets due to lapses in judgement when it comes to meeting their obligations for cyber-security. Unfortunately, it will take examples made of such companies before the actions necessary to protect the consumer willing to conduct digital commerce is taken seriously. Many of the organizations will not survive the anticipated disruptions.
Deploying and monetizing content in the digital economyMark Albala
The digital economy is very different. The means in reaching and converting consumers into customers is very different in the digital economy. In the digital economy, the delivery of content to customers and prospective customers is accomplished at the convenience of the consumer.
Information personalized to be relevant to the consumer and easily accessed by the consumer through mechanisms chosen by the consumer is critical to digital survival. And devising means to deliver information to the consumer without seeming intrusive is a critical facet of digital survival.
The ability to understand what information will be relevant to the consumer without violating privacy rules. All participants in the digital economy will need to balance the need for analyzing personal identity information against privacy rules and governmental legislation. It is exactly the just in time analytics required to determine what will be pertinent to a consumer based on their content history, their current proximity and a host of other variables is the fuel that will catalyze the monetization of information. It is the regulators watching the obvious transgression of shared personal information, punitive damages and limits to the use of personal information will ensue. This and published occurrences of lapses in protecting entrusted identity information will translate into reputational crises, both of which will force consumers to think twice about sharing their identity information with those wishing to participate in digital commerce. Those hampered by the regulators or incapable of protecting the identity information entrusted to them will suffer the fate of having their ability to know the consumer hampered because of a difficulty to obtain the information required to analyze and personalize content of value to consumers.
The purpose of this writing is to define a framework for obtaining, managing, protecting and monetizing the information fueling the digital economy.
I recently wrote an article on platform intelligence and have come to the realization that intelligence on the platforms that deliver digital products is not the full complement of capabilities required to thrive through in the digital economy. One could excel at managing the platforms used to deliver digital products, but find it difficult to thrive because they are incapable of navigating disruptions, have products that are out of step with the wishes of the marketplace or a host of other reasons. Should they blame their woes on the platforms, they could swap platforms and be no better for these actions.
There are six basic forces, or pillars, which if managed, will greatly improve the ability to thrive in the digital economy. There are facilitators, or the levers to be pulled to influence the enablers, and together they form an ecosystem that together form the pillars of value.
Clearly information is a primary enabler for all the pillars, as it is the conduit for digital products. Content is the information delivered to consumers in the form of reviews, how to videos, advertising and a host of other information devised to inform and influence the opinions of the intended audience. But having content without a means of monetizing the interactions with the intended audience is not sustainable.
The purpose of this writing is to describe a framework for managing an organization’s ability to excel in pillar intelligence. All of the pillars of value are dependent on being skilled in wielding information. Understanding the specific characteristics of information that serve as catalysts of value help thrive in the digital economy.
The digital economy is very different. Products in the digital economy are deployed by offering content, goods and services through a collection of platforms organized in a specific way that makes one digital ecosphere different than every other. And the lifeblood of your digital products is the information and content that defines what a digital transaction will be. To the consumer, the digital experience is the information and content that is navigated for a specific purpose that often eventually leads to a digital transaction.
Content is personalized information specifically devised to influence consumers at specific points of time. A key time to wield this influence is during disruptions, when the market is in a transitional phase. Content can be used as an influencer through the launching of a tipping point to course correct navigation of a disruption wave. Should the content go viral, the influence is magnified (just ask United when they dragged a doctor off his plane).
The pillars to value in the digital economy are dependent on information. Understanding the specific characteristics of information that serve as catalysts of value help thrive in the digital economy.
Introducing thriving with information in the digital economyMark Albala
We are witnessing the shepherding in of the digital age, one where machines and information can do things faster and more accurately than people for select tasks, particularly those that don’t require ingenuity to innovate something that has never previously existed. It is up to those who run organizations to gain a quick appreciation to which tasks benefit from the wisdom, empathy and creativity of the human spirit and which ones are repetitive with minor variations to a theme and best orchestrated through software. It is exactly those organizations that put every task to the whim of a machine that will enjoy an uneasy competitive disadvantage because their finest moments will be those they can be performed by every other business with a machine at the helm for that decision. However, those decisions which are somewhat repetitive and can be taught through software to adjust for the nuances of a decision will be able to react to these activities faster and more accurately than those not benefitting from software, of course without human intuition, empathy and ingenuity. A keen understanding of the processes of an organization, the information supporting that information and how that information potentially makes a difference is at the heart of the discussion of thriving with information in the digital economy.
There are a number of very timely, complex fraught with error tasks that people cringe at performing or tasks which need to be performed at such a blistering pace in the digital age that if they were to wait for people to perform they would either need to be verified carefully for errors or be too late to make a difference in the digital economy. The one thing that is consistent is that the life blood of the digital economy is information delivered at a blistering speed at all hours of the day.
The purpose of this writing is to illuminate some of the changes caused by the digital economy as it pertains to information and help organizations devise a roadmap to their path from the current state to one more applicable for the digital economy.
Introducing thriving with information in the digital economyMark Albala
The attached introduction is a preview of the upcoming book being published by Mark Albala, looking for a publisher to bring this publication to fruition.
Charting your course for surviving disruptive innovationsMark Albala
Historically, businesses could expect the lifespan of their business models to survive the planning horizon of 3 – 5 years and long term strategic planning was something you could review on a quarterly basis and revisit once a year. However, the digital economy has changed all the rules, no longer can you expect the business climate to survive for the planning horizon; typically, digital products are retooled at least twice a year. Moreover, disruptions can come from other sources than innovations, they can be the result of opportunistic and cyber-attacks, the result to your bottom line is the same.
Devising a strategy and first line of defense is mandatory for those who would rather weather the storm of disruption unscathed to the more common alternative of weathering a fire drill with uncertain outcomes. Having an early warning beacon is a central component of early detection of a disruption and corralling the necessary information to inoculate the attack. This writing will go over some of the techniques available for such an endeavor.
Information's role in disruption cycles and the exploitation of tipping pointsMark Albala
“The Tipping Point”, written in 2000 prior to the digital economy, described a means for forging disruptions through the exploitation of information. Having a keen understanding of the information you have at your disposal and a keen awareness of the attempted disruptions through viral social media and other means is critical for survival in the digital economy. This writing will go over what the tipping point is, how information aligns to the tipping point in the digital economy and what organizations must do now to survive disruptive attempts to dethrone their products and services in the digital economy.
Why is cyber security a disruption in the digital economyMark Albala
As we enter the digital economy, companies will quickly realize that the differentiator in the digital economy is information and information being a valuable resource is subject to theft, hacking, phishing and a host of other issues which compromise a company’s ability to participate in the digital economy. Cybersecurity misfires compromise the trust of buyers and partners necessary to participate in the digital economy. It is up to every company to ensure that the information shared with them is protected to the best of their ability and proactively notify persons and organizations who entrust their information necessary to transact business (any personal identity information including but not limited to addresses, credit card information, social security numbers, account information, credit information, medical records, etc.) with any potential compromises which can yield harm to them by that information either being used maliciously or shared with others.
The digital economy is different than other versions of commerce because in the digital economy, information is the lifeblood of digital commerce that passes through the hands of many platforms involved in a digital event. Each of these platforms are an opportunity to wreak havoc on your well-intended but incomplete intents to protect the information contained within the network you control. In the digital economy, it is not only the network you control, but the platforms that touch the personal data entrusted to you as a means of enabling digital commerce, and several techniques have begun to emerge to protect personal information contained within your information domain and the domain of platforms participating in digital commerce.
Because the life blood of the digital economy is information, information hacked in the digital economy is akin to shrinkage in the legacy economy. Both are means to directly attack your bottom line, whether it is redirecting customers elsewhere because they don’t trust your privacy program, ransomware which makes your site or one of your partner platform sites dangerous to use or some other reason which challenges your ability to participate in the digital economy. Shrinking the potential market share because of information safety and security challenges is a disruption, making cyber-security a disruptive activity, particularly if it is not dealt with swiftly.
If your cyber-security program is focused entirely on protecting the information housed in your four walls, you have exposed yourself to problems you will have difficulty in identifying both the source and the entry point of these issues.
As we enter the digital economy, it becomes increasingly transparent that the information and data ecosphere will continue to be a complex environment for the foreseeable future, with information being provided from a variety of internal and external sources in the form of files, messages, queries and streams. It would be foolish for any organization to place their bets on any one platform to be their platform of choice because it is incongruent to the thought patterns of the consumers, suppliers, regulators, partners and financiers who will participate in their information ecosphere through data feeds, information requests and a host of other interfaces.
Rather, there is a role of each of these platforms which serve as the conduit for data and the transformation of data into information aligned with the value propositions of the organization. This writing is focused on the big data platform because there are some unique characteristics of the big data environment that require an approach different than many of the legacy environments that exist in organizations. Furthermore, while big data is the one environment that is new and requires these special handling characteristics, there will be future platforms with the same requirements as big data requires today, and hopefully lessons learned will be left to not revisit each of the challenges as the next transformational information ecosphere is made available.
Figure 1 The Fourth Industrial Revolution, World Economic Forum, InfoSight Partners, 2016
This time is different, in that information is the catalyst to achieving value and the platform ideally suited to house information not optimal for storage in the form of rows and columns is the big data environment. Understanding which information is delivered with intended consequences and having the management prowess to tune information shared with customers, prospects, suppliers, partners, regulators and financiers is critical for the digital economy. Additionally, it is specific to understand the challenges each platform housing information bring to the equation. This writing will focus on big data.
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Recognition of information value
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Recognition of Information Value
Introduction
For information to be recognized as an asset, it must have a measurable value. Value for information
comes from its use in achieving a value proposition, just like a patent facilitates a product to enjoy some
level of value. Information asset valuation must be able to withstand the scrutiny of an external audit,
requiring a value recognition process being highly predictable and repeatable.
The primary role of the Chief Data Officer (CDO) is the accountability of the organization’s information
assets, which, if done properly, will have a measurable positive influence on the overall achieved
revenue of the organization. It is a primary responsibility of the CDO to optimize the value associated
with information within an organization. This value will only be achieved when the information
catalyzes a value proposition. The purpose of this writing is to provide a framework for measuring the
revenue influence achievable by the activities of the CDO, as well as the interplay with the other leaders
accountable for driving value from information assets.
How Information is linked to organizational value
Information is a facilitator for the identification and determination of strategies and tactics as described
in the value propositions of the organization. When value is captured, created, extended or protected, a
portion of the achieved value is attributable to the information that facilitated its capture. The CDO is
responsible for ensuring the optimal use of the information available. The value of the information is
computed based on its participation in delivering organizational value in a way similar to other
intangible assets of the organization such as patents, trademarks and other intangible assets. There are
some key concepts that must be addressed prior to providing the process for determining of the
effectiveness of the CDO.
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Figure 1 | Business Model Canvas as presented in Value Proposition Design, Strategyzer, 2014
The business models that drive organizational strategies and tactics are comprised of several
processes, each of which consume information. The graphical representation of the business
model is the Business Model Canvas, which is described in the Value Proposition Design
(Strategyzer, Osterwalder, 2014).
Each business model is driven by a storyboard which describes how value will be obtained from
the successful execution of a business model (InfoSight Partners, 2016).
Figure 2 | Vision Storytelling Canvas, InfoSight Partners, LLC, 2016
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Rivers of information flow through the vision as depicted in the storytelling canvas, and when
collaborated amongst the actors participating in a specific strategy or tactic, influences the
success or failure of a value proposition. This influence is the measurable value of the intangible
information asset. The recognition of value achievable for information will be computed as a
percentage of the value proposition as negotiated by the Chief Data Officer and computed
similarly to royalties.
The value of information is enhanced when it is used in critical situations. For example,
information that helps Apple thwart off the next great competitor to the iPhone is worth much
more than information used to produce a standard analysis. Generally, the more critical
situation presented, the shorter the life span of the increased value for information. In the
equity markets, there is high value for information that is immediate and very little value for
information that is fifteen minutes old.
The CDO Revenue Recognition Road Map
There are several core activities which a CDO must drive to recognize value from information. Some of
these key activities, which we will discuss more fully are:
Driving a map which links the intersections of processes, actors and information. These
intersections are opportunities for achieving value from information, or potential information,
and can be similarly be considered as the relation between potential and kinetic energy. If the
intersection of information, process and actors is not utilized, actual value is not achieved. In
the digital economy, the intersections change more regularly than they have in the past, and it is
incumbent upon the CDO to maintain the current potential value opportunities.
Resistance is a measure of not using information in business processes for one reason or
another, similar to the flow of electricity avoiding resistance. If information is too difficult to
use, then it may not be requested even though it was available for a process. Possible
resistance reasons are
o information clutter,
o lack of information context and scope,
o accessibility of information and
o trustworthiness of information.
Figure 2 | Vision Storytelling Canvas, InfoSight Partners, LLC, 2016
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Figure 3| Eradicating Resistance to using information, InfoSight Partners, 2016
The CDO in concert with the governance organization should be relentless in eradicating
information usage resistance.
A process can have three usage models, each of which impact the achievable value of
information. A process can be executed:
o For business-as-usual (BAU) conditions, in which the information is used to maintain
course,
o For non-business-as-usual (NBAU) conditions, in which the information is used to either
detect or navigate conditions which do not fit one or more expectations as specified in
the business storytelling canvas,
o Or for disruptive conditions, in which information is used to either detect or recast a
business model due to a sufficiently significant departure from the expectations as
specified in the business storytelling canvas.
Information carries a premium value for disruptive and NBAU business conditions, which a CDO
should map.
Orchestrating the recognition of information value
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Information is a non-tangible asset of the organization. As such, it must pass the scrutiny of an audit as
must other assets of the organization. This mandates an orchestration layer which can stand the
scrutiny of an outside auditor. The orchestration process must use the potential value map as specified
by the CDO, the recorded requests for information for use in business processes and the information
valuation computations (similar to royalty computations). The orchestration layer must have controls
similar to other production processes, in this case the orchestration layer is secured for use by the data
asset manager (the data asset manager has similar responsibilities to other asset managers).
The orchestration layer will operate using an information valuation registry. This registry must record
the potential and actual valuation of information through the intersections of business models, actors
and information assets.
Figure 4 | Functional Composition of the Information Valuation Registry, InfoSight Partners, LLC, 2016
The Leaders Participating in Obtaining Information Value
The leaders participating in the creating, capturing, extending or protecting enterprise value are:
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Figure 4| The leaders accountable for capturing enterprise value, InfoSight Partners, LLC, 2016
Chief Data Officer (CDO), who is accountable for managing and directing the alignment of
information and process and negotiating the % split of achieved value attributable to
information.
Chief Analytics Officer (CAO), who is accountable for the automated models and algorithms
used to achieve information value, which consume information (not data).
Chief Risk Officer (CRO), who is accountable for identifying and prioritizing the eradication
of security, operational and systemic risks to the organization which have information
centric implications.
Chief Information Officer (CIO), who is accountable for the creation and maintenance of
logic used to turn raw data into information and eradicate resistance from it.
Data Governance Council (DGC), who collectively are accountable for the identification,
specification and prioritization of rules which will eradicate information usage resistance.
Data Asset Manager (DAM), who is accountable for managing the information assets of the
organization and using the orchestration layer for recording the value of information.
The CDO as the Catalyst for Enhancing the Value of Information
There will always be value obtained for information as it is consumed in the strategies and tactics of the
organization. However, few organizations are prepared to capitalize on the highly critical and short lived
opportunities and risks presented through information. The CDO serves as the catalyst to ensure the
exploitation of information in these cases. This is done by:
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Ensuring the inclusion of high value uses of information in the strategies and tactics of the
organization.
Devising a mechanism to measure the contribution of information to the strategies and tactics
of the organization.
There are several barriers to the successful use of information in high value circumstances, described in
this writing as the information value levers. The CDO, in concert with the other leaders of the
information assets of the organization, ensure that the information value levers facilitate the optimal
use of information in these high value circumstances. The CDO should own a scorecard that measures
the continued improvement of the information value levers, as the improvement of the information
value levers is a key measurement in the effectiveness of the CDO.
Measuring the Effectiveness of the CDO
The effectiveness of the CDO will be measured by optimizing the use of information, particularly in Non-
Business as Usual (NBAU) and disruptive business situations, when resistance to using information is
highest.
Figure 6| Planning for Non-BAU and Disruptive Market situations, InfoSight Partners, 2016
The CDO is accountable for as best as possible plan for how Disruptive and NBAU business situations
will be discovered and dispensed with. Information value and value propositions are optimized as is
the needed participation of business stakeholders if this process is taken seriously and given the
attention it deserves.
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In the Big Bang Disruption1
, twelve steps have been described in which a disruption manifests itself to an
organization’s value proposition. The effect of the disruption is a function on the organization’s ability
to wield information. It is only through the effective yielding of information that the disruptions can be
successfully identified and translated to the necessary changes to the processes utilized to yield
organization value can be achieved. It is only through the proper managing of the influencers of data
and the effective relationships between the CDO, DAM, DGC and the CIO that this can be achieved.
The CDO will be accountable for reporting the incremental value achieved by the use of information
influenced by the CDO and the cost expended to influence the extraction of information value.
Figure 7 | 12 Steps of the Big Bang Disruption Cycle, Big Bang Disruption, 2014
Transcribing the CDO’s influence of enterprise value
In order to transcribe the CDO’s influence of enterprise value, the mapping of information to the value
propositions of the organization and the derivation of this consumed information must be completed.
The CDO should be responsible for
the mapping of the information targeted for consumption in a business model canvas (the
representation of the strategies and tactics of the organization),
deriving the data required to have the necessary information available for consumption just in
time for business events triggering the use of business model canvases, and
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Big Bang Disruption, Strategy in the age of Devastating Innovation, Downes and Nunes, 2014
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measuring the impediments to ensuring the just in time availability of information and timely
execution of the enterprise strategies and tactics.
An effective CDO will be measured by their ability to influence the high value uses of information. The
net profit achieved by the CDO’s activities are the difference between the value achieved by the
intangible information assets of the organization and the cost of ensuring the usability of this
information through governance, data quality, metadata, lineage and other programs which mitigate
the challenges that thwart use of information in high profile circumstances.
Some examples of real high profile circumstances are
The valuation risk associated with negative international press coverage caused by a
manufacturing defect in automotive ignition switches.
The successful market capture of a large block of cell phone customers by eliminating their
contractual obligations to obtain device discounts.
The successful thwarting of an SEC audit and associated press coverage caused by undetected
trade irregularities not surfaced in compliance reporting.
Each of these examples require swift use of information to either capitalize on market opportunities or
thwart risks exposed through the successful use of information.
There are several activities all of which will be new to the organization which should be tracked to
determine if the measurement of information influence on the processes that derive organizational
value are effective. These new activities are require a coordination of the processes used to capture,
create, extend and protect organizational value, the information used to derive this organizational value
and the data transformed to serve as the consumed information. There are four organizational roles,
some of which may exist in today’s organization, these being the Chief Data Officer (CDO), the Data
Asset Manager (DAM), the Data Governance Council (DGC) and the Chief Information Officer (CIO).
Metrics should be created on the factors that limit the use of information and the effective coordination
of the CDO, the DAM, the DGC and the CIO.
Furthermore, the recording of value influenced by information and the resultant revenue must be
recorded for the entire justification of the investment made to ensure the optimal use of information
through the efforts of the CDO, DAM, DGC and CIO. Metrics to measure the revenue attributable to
information use as a percentage of organizational revenue should be created to measure the effective
participation of the CDO and the recording of revenue attributable to the efforts of the CDO.
Improving the Information Value Levers
There are technology, people and process contributors that influence the valuation of information. All
of them are vehicles that, when successfully implemented, facilitate the use of information just in time
for the execution of strategies and tactics of the organization and the successful identification and
capitalization of opportunities and risks associated with the strategies and tactics of the organization.
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In some circumstances, there may be situations where a disruption has occurred in the marketplace
which is not covered by any of the business models of the organization. In such cases, a process for
business model innovation, which is itself one of the information value levers, is engaged to modify the
strategies and tactics of the organization to fit the new market realities. In such cases, information may
have to be formulated on the fly to fit the new strategies and tactics. While such just in time
transformation capabilities are rare, they are especially valuable to the organization when such
opportunities and risks present themselves.
Figure 8 | Typical Information Value Levers impacting the value of information
Metrics to Manage the Information Valuation Process
The journey to thrive as a participant in the digital economy achieving value through information
requires some basic steering metrics. Some of these metrics are:
Year over Year change in information asset valuation
% of clutter, or non-actionable information mapped by the CDO
% of the organization’s business processes included in the CDO map
Rate of change to the CDO map
% Resistance or Achieved / Potential Information Value
% of analytic models and algorithms automated and productionalized
% of information transformations managed by Data Scientists and business professionals
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% disruptive index (fraud, external forces, etc.) requiring alterations to business models and/or
the vision storytelling canvasses
About the Author
Mark Albala is the President of InfoSight Partners, LLC, a business consultancy which provides
financial and technology advisory services devised to facilitate focus into the value of information
assets. InfoSight Partners is lead by Mark Albala, who has served in technology and thought
leadership roles and serves as an advisor to analyst organizations and Lynn Albala, an officer of
the NJ State Society of CPAs (who leads the financial advisory services offered by InfoSight
Partners, LLC). Mark can be reached at mark@infosightpartners.com.