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Securing executive support for data governance - John Morton
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Slides presented by John Morton to the BCS Data Management Specialist Group on 16/5/17.
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Securing executive support for data governance - John Morton
1.
John Morton MDM DG April
2017 18:30 – 20:00 1 http://www.irmuk.co.uk/dg2017/ SECURING EXECUTIVE SUPPORT FOR DATA GOVERNANCE
2.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. “The organizing framework for establishing strategy, objectives, and policies for corporate data.” -Dyché & Levy INDUSTRY DEFINITIONS OF DATA GOVERNANCE “The process by which an organization formalizes the ‘fiduciary duty’ for the management of data assets.” “The overall management of the availability, integrity, and security of the data employed in an enterprise. A sound data governance program includes a governing body or council, a defined set of procedures, and a plan to execute those procedures.”
3.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. Corporate Drivers Business Framework Process & Policy Data Management Data Governance Execution Process Data Governance Charter Guiding Principles Decision- making Bodies Decision Rights Strategic Priorities: Voice of the Customer; Compliance Mandates, Mergers & Acquisitions Business Drivers: At-Risk Projects: Data Quality Improvement; Operational Efficiencies Data Stewardship Roles & Tasks Mechanisms: Stewardship Dashboards, Workflow Automation, Data Profiling Tools People: Council, Stakeholders, Meeting Agendas Process: Metrics Definition, Workflow, Council By-Laws Data Requirement Data Architecture Data Administration Metadata Management Data Quality Security & Access Rights Data Governance Framework
4.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. What else can we do? How can we increase productivity? What more can we do to compete? Staying in business 07/04/2017 4 BOARD ROOM DILEMMA
5.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. BOARD DYNAMICS 09/04/2017 5 Apathy High Challenge GroupThing High Performance Cohesion High Low Fracture
6.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. SO WHAT ABOUT CUSTOMER VALUE ? 09/04/2017 6 Activity costing Product(s)/ Service(s) cost Implementation costing Local, location or transfer costs Cost of Customer (Acq. /Dev. /Ret.) Cost of infrastructure $ ¥ £ € } = ?
7.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. CHALLENGERS 09/04/2017 7 P ChallengerSegment Profit Challenger Segment - Pricing - Customers - Locations - Methods - Targets - Revenue - Profit - Challenger Value - Flexible - Focussed - Better relevant data - Responsive ChallengerSegment ChallengerSegment ChallengerSegment
8.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. DATA VS. INFORMATION Data raw facts no context just numbers and text Information data with context processed data value-added to data summarized organized analyzed
9.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. DATA VS. INFORMATION Data: 51007 Information: 5/10/07 The date of your final exam. $51,007 The average starting salary of an accounting major. 51007 Zip code of Bronson Iowa.
10.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. DATA VS. INFORMATION Data 6.34 6.45 6.39 6.62 6.57 6.64 6.71 6.82 7.12 7.06 SIRIUS SATELLITE RADIO INC. $5.80 $6.00 $6.20 $6.40 $6.60 $6.80 $7.00 $7.20 1 2 3 4 5 6 7 8 9 10 Last 10 Days StockPrice Information
11.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. Data Summarizing the data Averaging the data Segmenting data Graphing the data Understanding variations Adding context Adding value How does info affect outcomes? Are there any patterns ? What decisions rely on this Info? What info is relevant, and why? How does this info effect the system? What is the best way to use the info? How can we add more value to the info? Data Information Knowledge
12.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. DATA AND CHANNELS 08/04/2017 12 Data Sources Marketing Attitudinal Interaction Web Mobile Call-center Operational IOT Partner data Open Data Customer Contact Channels Website Email Phone Mail Branch ATM B2B Agent Mobile IOT… What are the optimum channels to engage with the customer? What type of forum/device/tool is relevant for this customer ? What content and offers are relevant/not relevant ? What contact mechanisms, themes and treatments increase customer value? What data do I need to increase customer value/retention/advocacy?
13.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. Trusted Data UnStructuredStructured Source systems Semi-Trusted/ Augmenting data Structured UnStructured Untrusted/Influencing Structured UnStructured Structured world – Succinct Defined Predictable Structured world – Succinct Defined Formatted Unified Information Support Architecture Security Meta-Data Rules Workflow Data Relationships Data Patterns Data Models Data Federation Source: The Conversation: Brian Solis and Jess3 Lets talk about Data…..
14.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. LETS TALK ABOUT DATA AND DECISIONS….. Trusted Data UnStructuredStructured Source systems Semi-Trusted/ Augmenting data Structured UnStructured Untrusted/Influencing Structured UnStructured Structured world – Succinct Defined Formatted Unified Information Support Architecture Security Meta-Data Rules Workflow Data Relationships Data Patterns Data Models Data Federation Framework Patterns/Models Tools/ process Utilities Process Patterns Governance Data Technology Interpretation People Economics Traditional Applications Analytics Exploratory Applications
15.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. 09/04/2017 15 13 sustainability Remuneration surveillance Suitability/Appr opriateness Whistle-Blowing Occupier onboarding Collateral Management Financing Investor Recommendations Staff Training Refurbish and refits Valuations Evidence Valuations Health and Safety Certificates Asset Permits Independent price transparency/verification Supplier Onboarding Tax transparency Pricing transparency Use of Data Asset updating XXXXX Act XXXXXXX Act Companies Act Tax Transparency Arrangements Supplier Safety verifications Fire Certificates Platforms Health and Safety procedures Incident logs Law of XXXXX Act Trade Reporting Property Contracts Data Protection Act GDPR Wi-Fi location Guidelines Slavery Act Health and Safety Electronic Equipment Act Construction and Planning Risk AssessmentsReplacements Secure by Design Privacy by Design Data Registration Wifi Usage Information Compliance
16.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. Operational Metrics · Customer Revenue: · Customer Satisfaction: · Customer Profitability: · Customer Lifetime Value: · Brand Awareness: · Customer Loyalty: · Conversion Rate: · Completion Rate: · Churn Rate: · Retention Rate: CEO Metrics 1) Customer Acquisition Cost (CAC) 2) Marketing % of Customer Acquisition Cost (M%-CAC) 3) Ratio of Customer Lifetime Value to CAC (LTV:CAC) 4) Time to Payback CAC 5) Marketing Originated Customer % 6) Marketing Influenced Customer % 08/04/2017 16 CLASSIC METRICS
17.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. 17
18.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. ….OR THEORY? 08/04/2017 18 Velocity Variety Volume Gartner 2000
19.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. BIG DATA AND GOVERNANCE Big Data Velocity Volume Variety Noise Important Tactical Decision making Critical Possible Data Mining Source Lineage Common Understanding Quality Strategic Decision making Regulatory Impact
20.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. DATA EQUITY 20 Data Equity Intrinsic EfficiencyMarket Value Valuation EconomicImpact
21.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. EQUITY US$2bn for some freely available Weather Data £2723 – Value for your data US$BN value of satellite data. 06/04/2017 21
22.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. 22 0 Business Value +- + 0 Data Effectiveness - Improved Data effectiveness with no business value penalty Improved business value with little or no data effectiveness penalty Data Driven Value Requires incremental budget Necessary, but low value Creates resistance from line of business and users Failure Failure Failure DATA BUSINESS VALUE FRAMEWORK
23.
Copyright © 10/04/2017,
Computers, Processes and Management Limited.. All rights reserved. DRIVING TOWARDS DATA COMPETENCY DATA WASTERS DATA COLLECTORS ASPIRING DATA MANAGERS STRATEGIC DATA MANAGERS Companies that collect data but severely underuse them Companies that collect a large amount of data but do not consistently maximize their value Companies that understand the value of data and are marshaling resources to take better advantage of them Companies that have well- defined data management strategies that focus resources on collecting and analyzing the most valuable data STAGE 1 STAGE 2 STAGE 3 STAGE 4
24.
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Computers, Processes and Management Limited.. All rights reserved. Consults on corporate direction, validates strategy, acts as tie-breaking entity, provides funding Plans and prioritizes DG program management efforts, resolves issues, ensures DG implementation, acts as sign-off body Establishes scope, boundaries, and measurement of DG work efforts per input of Council, drives DG policy & process development & work, and delegates work to appropriate data steward(s) Establishes definitions and develops business rules for key data, works with DG PMO to define data quality measures and represent data usage – carries out DG policies & processes Supports Data Stewards by enabling data quality profiling & cleanup, data requirements, modeling, design, security, business rules, via skills and tools baked into projects Own or manage the systems of origin for data, responsible for provisioning data to business based on established SLAs, adding quality features to systems, consulting on problems Executive Leadership Sponsorship DG Council Business Prioritization DG Program Mgmt Office Scope & Direction of Work Business Data Steward Definition and Measurement Technology Execution of Policies and Standards Source System Owners Data Sourcing DG Business Analyst Data Governance Activity Facilitation Manages project intake & priority requests, works with Business Data Stewards to drive data quality & definitions, drives data governance working teams Typical Roles Required For Successful DG W o r k i n g G r o u p s
25.
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Computers, Processes and Management Limited.. All rights reserved. Cut losses from fraud by 30% in retail banking Improved retention rates by 40~%, and increase product holding by customers by 10%. (Retail) Increased the number of customers by 1.7m pa assisting to a 15% compound annual growth rate in just 2 years Increased sales by 40% by identifying customers sales, and matching the best salespeople to close the opportunity. Increased customer purchase by 65% through data integration and effective targeting. Maintain bad debt of <0.05%, compared to the industry norm of 3.45%. Reduced number of financial reports by 82% - providing key fiscal information for rapid decision making. OUTCOME: IMPACT THE ANNUAL REPORT.
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Computers, Processes and Management Limited.. All rights reserved. NUMBERS NUMB US 09/04/2017 26
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Computers, Processes and Management Limited.. All rights reserved. SLIDE OF AS IS ARCHITECTURE 27
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Computers, Processes and Management Limited.. All rights reserved.
29.
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Computers, Processes and Management Limited.. All rights reserved. EXECUTIVE DECISIONING © 2012 DATAFLUX CORPORATION. ALL RIGHTS RESERVED. Risk Reporting Customer Prediction and sentiment Advanced Asset Surveillance Profitability analysis Investment strategy Support Business rule sets, Calculation engines Value/Cost/Spend Analytics Risk Modelling Management Transparency Calculations Multi-Basis Reporting model Semantic Layer Investors Investments Group Ops/Finance Risk Unstructured dataOperations Asset InvestmentInvestor Relationships Finance Risk Regulation Compliance Ragged Network Data model £?
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Computers, Processes and Management Limited.. All rights reserved. SOME PARTING THOUGHTS? What new metrics make sense to your board – drive relevance? How do you convince your board, drive adoption? What data is costing me more than the value it delivers? How can I streamline “data capture” to “data action”? What technology will get the best out of my data? When my business needs, or competitive landscape change, will the data adapt? 08/04/2017 30
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Computers, Processes and Management Limited.. All rights reserved. TIME FOR DISCUSSION 31 Eur. Ing. John Morton BSc, CEng. FBCS, CITP, MIoD John.Morton@Consult-CPM.co.uk +44 7771 740203 Twitter @JohnFMorton Thanks to Pixabay for Images
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