Key Themes for Information Governance Success: “Adapt, Leverage & Embed”. Adapt to meet the relevant needs of the Organization. Leverage key elements of the Organizations Culture to create opportunities. Embed yourself in every major undertaking within reach.
I am presenting at this year’s DGIQ with my client, SRP. Our presentation is on Wednesday, June 19th from 11:00 – 11:50. Stop by to hear a most interesting perspective on Information Governance Operationalization.
Title: Forget the Theory and What the so-called Experts have to say – How you can Operationalize Information Governance in your Enterprise
Greg Whicker, Director, Business Service Management, Salt River Project
Madison Prince, Organizational Change Analyst, Salt River Project
Richard Lee, Managing Partner, IMECS, LLC
Overview: Far too many organizations are attempting to take a Prescriptive or Best Practices-based approach to operationalizing Info Gov in the enterprises. We will proffer that “The critical path to success is one that requires an Adaptive Model, which leverages the Governance Structure, Culture and Business Model of your Enterprise to create an environment where Info Governance is embraced by everyone based on the culture belief that that Information is an Asset (top down & bottoms up)”.
Key points we will emphasize during our presentation:
- The entire organization must come to believe that “Information truly is an Asset”
- Cultural Adoption based on the use of effective Communications and OCM Techniques is critical to success
- Advocacy by Executive Leaders is essential to business buy-in and ownership
- Information Governance Processes and Messaging must be “baked in” to every activity
- Technology is not a critical enabler to success; Cultural Adoption is.
Archives For November 30, 1999
My year on the IBM Champion Roller Coaster has started to pick up speed. I have been supporting the Big Data marketing teams with several activities recently. The two most visible are;
Big Data Bytes – May 31
Big Data Bytes is a weekly videochat where we look at some of the hot articles, blog posts, and social chatter about topics related to big data. For Friday, May 31, our guests will be Richard Lee (@InfoMgmtExec) and Tom Deutsch (@thomasdeutsch). Richard has been a Management Consultant for more than 30 years and speaks at conferences around the world on key business issues related to Enterprise Information Management & Data Governance. Tom is big data program director at IBM and co-author of the popular books Understanding Big Data and Harness the Power of Big Data.
What the video chat LIVE on ibmbigdatahub.com/BigDataBytes
Follow and join in on Twitter using hashtag #BigDataBytes
I am looking forward to my chat with Tom Deutsch tomorrow (Friday)
IBM Big Data Hub (a Google+ Forum/Hangout)
https://plus.google.com/111782494410500764298/posts
I have a conversation with on the topic of “Operations Analysis”
- Christy Maver IBM Big Data Product Marketing Manager
If you have time check these out and let me know what you think.
Stay tuned for my next installment where I write about my First 30-days as an IBM Champion
PS – Follow #IBMChampions on Twitter for more frequent updates.
Having survived the Year-long assault by the Big Data Hype Machine I have decided to lift my head above ground again and take on a subject that is very critical in my mind. With all of the talk about which platform to use, who’s has the most features, who is and isn’t a Data Scientist, etc., I find that few are talking about the foundation for true Analytics Success; the Organization itself. I believe that if you don’t create an Analytics-Driven Culture and then foster it with the Organizational Design that is Optimized for Success then it is game over.
Within this series I will focus on the Top-Down view of how to design your Organization for Analytics Success. Some of the key Focus Areas will include;
- Vision, Mission & Direction
- Organizational Design Principles
- OCM in support of Transformation Change
- Readiness, Core Competencies and Competitive Differentiation
- Leadership vs Management vs Dictum
- Achieving Quick Time-to-Value/Competitive Advantage
As I prepare the first segment in this series there is a good e-book from IBM that is worth reading; “The Five Keys to Business Analytics Program Success:”
https://www.analyticszone.com/homepage/web/displayAcePage.action
Stay Tuned for the First Installment in this Series.
Nate Silver – Author of “The Signal and the Noise”
As we shift our focus from the mania of IOD to Super Storm Sandy and settle back into our weekly routines, it strikes me just how much I was saw and learned at this year’s IOD. Having missed the last two IOD’s due to reasons that I won’t get into here, I was a bit overwhelmed at first by the sheer growth in the number of Keynotes and Sessions/Tracks to choose from and the . I went to several Partner sessions on my first day of IOD (Sunday) to get a flavor for the InfoSphere Information Server 9.1/MDM Server 10.2 roll-out plans and to mentally/physically prepare myself for the activities to follow. It was clearly not enough. I found that once the official event kicked off I was juggling 2-3 sessions for every time slot available over all 4 days. I literally was slammed right up to the last event on Th before bolting for the airport. As I sit at my desk in the Client Site facility that I work out of I am having withdrawal symptoms in terms of the limited amount of information and activities that my days now consist of. I will soon be counting the days until next year’s event.
For the Captain’s of Industry whom follower my blog and Tweets, let me leave you with a few carefully chosen take-aways in terms of strategic direction and leadership;
1.- The leverage and exploitation of Information is, and forever will be, the most significant and sustainable source of Competitive Advantage that your organization has available to it. It is up to you to set the strategy and direction for your organization to capitalize on this. Do not subordinate this responsibility to your Marketing or IT folks. It is your’s alone. Own it and Lead the charge.
2.- Advanced Analytics is not a fad (unlike the term “Big Data”). It is a core competency that every Information-driven Enterprise must establish, nurture and make pervasive across all aspects of your business activities. To be successful, you must have a healthy mix of Decision Scientists, Analytics Geeks and Pragmatists who in aggregate are the core of your “Analytics Center of Excellence”. Under your direction and leadership they must foster a “culture of analytics-based decision making and planning” for your entire enterprise.
3.- All Enterprises need true “Strategic Partners” in order to be successful. There are many who claim to be such, but few who meet the mark in terms of overall capabilities, track record, thought leadership and innovation. I continue to believe that IBM is uniquely positioned as “The Strategic Partner of Choice” in the marketplace, no matter what Vertical segment of Industry, Government or Academia you represent. However, success cannot be achieved by simply choosing the best strategic partner. You must take full responsibility for the delivery of all strategic outcomes and manage/optimize the relationship to achieve this. I cannot emphasize this requirement enough. You are the master of your own destiny here and cannot be passive or dis-engaged in order to be successful.
Step up to these challenges Business Leaders and you will achieve the Competitive Advantage and other Strategic Outcomes that you need to remain successful/viable in your business endeavors.
How silly can it get?
Thursday was the final day for IOD and it was chockablock full of interesting activities and presentations. As you can see from the photo some of these activities involved fancy dress ala “The Three Amigos” (or whomever they are). Most silly of these was the “What’s Next?” soothsayer event at lunchtime. IBM, like other large corporations these days, requires their senior execs to humble themselves in front of customers and staff members by participating in such activities. It does bear asking “Would I trust the advice of such folks”. In this case, yes as these guys are among the best and brightest that IBM has on their team As a side note, It was good to see Irving once again after a long hiatus. I have very much enjoyed listening to his wisdom and insights over the years at Bill Zeitler’s “Analyst Gatherings”.
Day 4
For those who stayed to the end of IOD it was well worth their time and energy. Some of the best customer and product presos were on Day 4. I spent a number of hours in presentations on the Industry Models, Business Glossary, Metadata Workbench, Data Architect/Data Studio, Information Warehouse, Information Governance, Reference Data, etc. . All of these areas were integrated seamlessly into each conversation giving me ever-more confidence that IBM has worked out nearly all of the integration kinks across the InfoSphere Portfolio and has now moved forward substantially with the execution of their long-term vision & roadmap. This is a very good sign indeed. Many enterprises have been sitting on the sidelines waiting for this to be achieved so that they too can create a true “data-driven enterprise” without have to completely sweep the floor in the process (not that IBM would object to this).
I left IOD feeling very energized about “Everything Big” that IBM communicated over the course of the event. I was especially pleased to have not been assaulted by the term “Big Data” at every turn. Thank you IBM. Looking forward already to IOD 2013.
To my Captains of Industry out there, my message is simple; “If you want to create truly sustainable sources of Competitive Advantage from Information & Analytics then you have only one Partner in this journey to consider; IBM. Many others have some of the components required to achieve this desired strategic outcome, but nobody has the fully integrated capability of IBM when it comes to the end-to-end solution set & achieving early time to value. i.e. People (Skills. Competencies), Process (Methodologies, Best Practices, Industry Segment insights) , Technology (Information Management, Analytics. Info Gov) and Culture (Change Management. Organization Optimization).
As a final note on IOD 2012, I would like everyone to take-away the beliefs that Information is one of the most critical assets that any enterprise has today. As such it is the full responsibility of the Business Leadership Team to define and execute the long-term strategy for its exploitation and governance. The IT organization is a key partner in this journey, but its role should be limited to providing & supporting the technology underpinnings for information and to manage the successful delivery of all information products as defined by the business. Until my Captains of Industry accept these responsibilities and accountabilities they will never achieve the Competitive Advantage that they so desperately want/need.
Adieux
Wednesday at IOD provide another opportunity to drink from firehose of “Thinking Big”. The day was kicked off with two very lively presentations/talks featuring Jeff Jonas, IBM’s Unstructured Analytics “Guru in Chief”, followed by Nate Silver (“The Signal and the Noise”), who is a real Data Scientist by anyone’s definition. This was the red meat that the assembled masses needed to get themselves amped up for Day 3.
Day 3
The 3rd day of IOD provided me with a wealth of opportunities to deep dive into some particular areas of interest/focus i.e. Business Glossary, Metadata, Industry Models, Information Governance, Customer Case Studies, etc. I found plenty of opportunities for this and was continuously juggling my schedule throughout the day to sit in on the richest of these discussions. One o
f the most compelling sets of presos were on the newly branded “Business Information Exchange (BIE). BIE is the V9.1 bundling of Business Glossary, Metadata Workbench and several other components in the InfoSphere Information Server stack into a “business friendly” suite for managing the enterprise’s Controlled Vocabulary, Business (and Technical) Metadata. The platform allows for Business Stewards and Information Governance professionals to manage Compliance, Impact Analysis and Lineage across their enterprise landscapes.
The BIE discussions continued into the domain of the Industry Models where I saw the long-term roadmap for the models from several years ago playing itself out in real-time. Th
e Industry Models are now moving into the domain of Information Architecture (IA) where unstructured information is organized using constructs as Controlled Vocabulary, Taxonomy and Metadata Tagging. This has been a critical requirement for some time now given the growth of unstructured and the rise of “Big Data: (yes, you heard me use the term in positive vain.
It is clear to me now that IBM has delivered on promises made several years back regarding “Putting the Business in the Drivers Seat” in respect to both Information Governance and Information Management. The entire Information Management Ecosystem is fully aligned with this ideal (Data Warehouses, Business Analytics, BI, etc.). As a result they are no
w without the exception the end-to-end leader in Business Informatics and Advanced Analytics. The portfolio they have created is not only Best in Class, but fully integrated from the Top Down and Bottom Up. Additionally, they have created the most flexibility along the way to integrate these capabilities into any type of enterprise landscape, not matter how heterogenous.
Captains’ of Industry take note. “IBM has positioned themselves as the Strategic Partner of Choice to support your organizations’ “Analytics Vision” no matter how large or small it might be. You owe it to your organization to engage with them in a conversation about this journey at a time in the near future. Planning is critical to success so don’t hesitate.
Today is the final day of the IOD Death March and it is a full one as always. I will provide my review of the final day in my Friday (10/26) posting.
Governance is both a process and a mindset. It requires well defined structures and procedures in order to function, but at its essence it is the notion that “Governance is good for the Organization and it provides a necessary set of check & balances to insure that we as an organization make decisions that are the best for our collective needs using a process that is both transparent and independent from undue influences.”
In most Organizations today there are a number of types of Governance already in place (or being contemplated). Each of these co-exists with other governing bodies in such a way that they provide a holistic (and hierarchical) approach. Examples of these different Governance bodies are;
Corporate Governance consists of the set of processes, customs, policies, laws and institutions affecting the way people direct, administer or control a corporation.Includes the relationships amongst stakeholders and corporate goals.
IT Governance specifies the decision rights and accountability framework to support desirable behavior in the use of IT. To insure that the investments in IT generate business value, and mitigate the risks that are associated with IT.
- Clear lines of demarcation regarding responsibility and accountability must be established, with an eye towards cross-Organizational collaboration in respect to Governance issues that cross multiple domains
- Sharing of responsibilities where lines are muddled is strongly encouraged.
- This is one of the central tenants of Governance success and cannot be emphasized enough.
- The Organization must know that its broad interests are being served by Governance bodies that ascribe to “Openness, Transparency & Independence”.
Each person who participates in the Governance process should understand that it is privilege (and not punishment) to do so. Governance is a clear path to success and differentiation for all Organizations today and must be allowed to flourish rather than be constrained.
There are far too many examples in recent memory where Governance was not encouraged or treated as unnecessary oversight. Those Organizations who fell victim to this narrow minded view of good Governance are now mere shells of their former selves and market laggards in all measures.
In my next installment I will focus on “Structuring your Governance Bodies for Success”. Stay tuned until then.
I have spent a great deal of my career working in the domain of Governance and continue to be surprised, much less amazed by the general lack of understanding of the term and how it applies to Corporations, Government Entities and Not-for-Profits. The term is bandied around by all and layered like an icing on everything that is done (or contemplated), but few outside of the Legal & Compliance domains actually know what its intent is, much less how to properly apply it.
I see this phenomena every day in my Executive Consulting endeavors in the Information Governance (IG) domain. Information Governance is fraught with many perils of its own (the notion of “Information is an Asset”, cultural change and adoption, lack of good tools and practices, etc.), but seems to suffer most from this lack of “What is Governance”.
Over the next several months I am going to post a series of blogs on the subject of “What is Governance?”. I hope that as a result of this, many of you will have a much better understanding of its value & power, as well as how to apply it successfully in your organization given its culture, challenges & opportunities and long-range strategic goals.
In closing, I will leave you with one thing to consider; “What is Governance to begin with?’
- It comes from the Greeks (kubemáo) “to steer”
- It can be organized in many forms (suited to its purpose)
- It is designed to create “a collective good” for the organization
infomgmtexec 