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The Difference Between Business Sponsored and Business Led

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The Difference Between Business Sponsored and Business Led

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Is sponsorship the same as leading? It is a proven fact that strong sponsorship is crucial for the success of any transformation in an organization, and EIM and DG is no different. 21st century business demand are urging organizations in a different direction, and moving EIM and DG away from just being sponsored to being led by the business. The CDO is one of many examples.

During this webinar John and Kelle will cover the trend of making EIM and DG intrinsic to business models, and cover the steps that need to occur to move from a sponsorship model to a leadership model for DG and EIM. Sign up to find out how to reinforce the sustainability of your EIM or DG program.

This webinar will cover:

•The difference between business sponsored and business led

•A series of activities to pivot from a sponsorship to leadership model

•An example scenario of moving from sponsored to led

Is sponsorship the same as leading? It is a proven fact that strong sponsorship is crucial for the success of any transformation in an organization, and EIM and DG is no different. 21st century business demand are urging organizations in a different direction, and moving EIM and DG away from just being sponsored to being led by the business. The CDO is one of many examples.

During this webinar John and Kelle will cover the trend of making EIM and DG intrinsic to business models, and cover the steps that need to occur to move from a sponsorship model to a leadership model for DG and EIM. Sign up to find out how to reinforce the sustainability of your EIM or DG program.

This webinar will cover:

•The difference between business sponsored and business led

•A series of activities to pivot from a sponsorship to leadership model

•An example scenario of moving from sponsored to led

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The Difference Between Business Sponsored and Business Led

  1. 1. The First Step in Information Management www.firstsanfranciscopartners.com The Difference between Business Sponsored and Business Led #CDOVision
  2. 2. CDO Vision – Upcoming Webinars  CDO Vision 2016 Schedule − February 4 CDO Interview: Jeff Gentry – Favorite Frameworks − March 3 Ends vs. Means - The role of data models and other key artifacts − First Thursday at 2 PM ET − Produced by pg 2© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential #CDOVision
  3. 3. Agenda  Background  How to define Data Governance as a business program – from alignment to operations 3 © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 3
  4. 4. www.firstsanfranciscopartners.com Scenario 4
  5. 5. “Buy in” is misleading Business areas do programs; e.g. Lean, Six Sigma, etc. The CxO already assumes governance and controls are in place IT might be able to do DG but business area are better positioned © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 5
  6. 6. Alignment affects sustainability CEO etc. offer support:  Visibly supports strategy and goals  Proves it does not cost more than it can help bring in  Does not add to risk, or eliminates it CEO gives NO sustaining support if: • It is perceived as IT-driven “Data improvement” • Holds back strategic initiatives • Middle management can get away with resistance© The Jetsons and related works are property of Warner Bros. © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 6
  7. 7. End Goal: Move stakeholders up the adoption curve 3 Understanding 2 Awareness 1 Contact Moving the DG program from IT sponsored to business-led improves sustainability © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 7 4 Positive Perception 5 Institutionalization 6 Internalization
  8. 8. www.firstsanfranciscopartners.com How to define DG as a business program 8
  9. 9. Ability to Execute Organization Behavior Leadership and Will Business Aligned Four most significant success factors © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 9
  10. 10. STAGE 1 STAGE 2 STAGE 3 Align DG to the Business Develop a Vision Pivot and operate the program Three stages towards business-led © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 10
  11. 11. www.firstsanfranciscopartners.com Obtain Alignment 11
  12. 12. Wants vs. Needs Deliver to wants (wrong) • I want access to all the detailed transactions • I want to do analytics Manage data to NEEDS (right) • We need to increase brand awareness • We need to capture the millennials © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 12
  13. 13. Aligning usage with information Information leveraged to improve or as a: Increase value through… Meta data requirement Governance Process Improve cycle time, lower cost, improve quality Business rules, Models, ILM , Documentation, Re-use, Collaborative mgmt Standards for rules, models, ILM Policies, Principles for collaboration Competitive Weapon Capture competitive intelligence and differentiate yourself Taxonomy, Metrics, Lineage Taxonomy standards, Metrics oversight, Lineage policy Product Create package and market unique, higher margin products Semantics, Definition Data semantics, Reference data definition Asset/Intellectual Capital Prolong leadership, embed knowledge into products and services Lineage, Taxonomy, Rules Lineage policy, Intellectual Property policy Enabler Foster employee growth and empowerment Documentation, Re-use, Collaborative mgmt Change management, Policy guidelines, Collaborative mgmt Risk Manage risk, of various types, that threaten value by increasing liability Rules, Documentation, Lineage, ILM Standards for rules, models, ILM Policies, Compliance policy © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 13
  14. 14. Align Business Direction With Information Needs Acquire business goals Identify levers Identify data components Identify candidates for IAM © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 14
  15. 15. Business alignment example Provider Objective Meet meaningful use targets, Reduce clinical risks, Improve outcomes and wellness Business Action Report CMS defined metrics , Deploy clinical best practices Information use (levers) Identify treatments for patients that have unclear ‘best practice’ or evidence, Develop Outcomes to treatment analysis to derive best practices , Report CMS measures to ensure HCR compliance patient specific order sets and patient summaries Business Information Requirements (BIRs) and Metrics 30 day risk standardized mortality metrics Hospital acquired condition measures Patient safety indicators Data Candidates Providers Admissions Outcomes  Business drivers − REAL goals, objectives, levers  Business needs connected to  DG needs © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 15
  16. 16. www.firstsanfranciscopartners.com Develop a Vision of Business Led 16
  17. 17. © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 17 Steps Develop alignment material Clear presentation of alignment Cross reference DG and DM activity to business needs Show how DG supports projects and initiatives Orient / educate councils / sponsors Do not leave anyone in the dark! Select and prepare go-forward scenarios An actionable plan w measures Brief leadership bodies 1-1 with CIO or IT sponsor Other 1-1 meetings
  18. 18. Pivot Workshop Goal • A facilitated discussion to gain alignment on the approach and desired outcome to pivot EIM to a business driven program. Outcome • Clear steps to pivot EIM to a cross-functional business driven program. Agreement upon the definition of success and how it will be measured. • Commitment of leadership • Retention / adjustment of sponsor © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 18
  19. 19. After the work shop Summarize results Summarize all high priority activities Schedule follow up to assign accountability for activities and review roadmap Create dashboard Create road map Begin Implementation Revisit and measure in 3 months © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 19
  20. 20. www.firstsanfranciscopartners.com Pivot the Program
  21. 21. Steps to pivot (go-forward sample) © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 21 Training Get development, IM and sponsors prepared Operating Framework Adjust DG operating model w/ new participants Staffing Adjust staffing of operating model Operating Observe operation of new model Sustaining Execute org. change activities
  22. 22. Remember - E is for Enterprise DG needs to be embedded in culture, not a separate organization? Not really an IM IT function Can be part of Compliance What is the ultimate goal of DG? Hint ============================== EVERYWHERE IT IS © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 22
  23. 23. © 2016 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 23 Thank you! John Ladley john@firstsanfranciscopartners.com Kelle O’Neal kelle@firstsanfranciscoparners.com Next in the CDO Vision series: February 4, 2 PM ET CDO Interview: Jeff Gentry – Favorite Frameworks

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