The Difference Between Business Sponsored and Business Led

The First Step in Information Management

www.firstsanfranciscopartners.com

The Difference between Business Sponsored and Business Led

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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

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


Scenario

4

“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 Confidentialpg 5

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.


End Goal: Move stakeholders up the adoption curve

3Understanding

2Awareness

1Contact Moving the DG program from IT

sponsored to business-led improves sustainability


4Positive Perception 5

Institutionalization 6Internalization


How to define DG as a business program

8

Ability to Execute

Organization Behavior

Leadership and WillBusiness Aligned

Four most significant success factors


STAGE 1

STAGE 2

STAGE 3

Align DG to the Business

Develop a Vision

Pivot and operate the program

Three stages towards business-led



Obtain Alignment

11

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


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


Align Business Direction With Information Needs

Acquire business goals

Identify levers

Identify data components

Identify candidates for IAM


Business alignment example

ProviderObjective 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 compliancepatient 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



Develop a Vision of Business Led

16


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

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


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



Pivot the Program

Steps to pivot (go-forward sample)


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

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



Thank you!John Ladley

[email protected]

Kelle O’[email protected]

Next in the CDO Vision series:February 4, 2 PM ET

CDO Interview: Jeff Gentry –Favorite Frameworks

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