A Compelling Statement to Corporate Leaders – Why You Must Address EIM and DG
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Transcript of A Compelling Statement to Corporate Leaders – Why You Must Address EIM and DG
The First Step in Information Management
www.firstsanfranciscopartners.com
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A Compelling Statement To Corporate LeadersWhy you must address EIM and DG
Monthly CDO Webinar Series
Brought to you in partnership with:
#CDOVisionMay 5, 2016
Why We’re Here
Purpose: To review why leadership needs to change
their messages for being “data driven”
Outcome: Practical message for leadership Understanding a shared vision with the 5-step framework
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 2
Why: Concepts, technology and projects are ahead of absorption
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Contributors
John Ladley
Doug Laney
Danette McGilvray
Kelle O’Neal
James Price
Dr. Tom Redman
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 3
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Business “Reasons” − One-off Project or Related Philosophy?
Improve segmentation to
drive more revenue
Reduce infrastructure cost of redundant
data, interfaces and processes
Improve quarter-end closing process
Validate commissions
against orders
Improve marketing campaign process and effectiveness
Comply to regulations
Reduce time to market for new
products
Expand internationally
Support new digital strategy
Improve Customer
Experience
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 4
The Message is Not Being Received
“Do data right”Data-driven Measure valueCDO / TDJ Aligned to dataCulture before tech
Apply to projectWe can’t handle that Too abstract TDJ turnover Just do it Tech before culture
Enga
ged
Not engaged
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 5
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Root Causes
Operating Framework
Leadership and Management Justification
Enabling Systems and
Practices
Business Alignment
Lack of Awareness
Grouped the many barriersinto five categories
to determine root causes
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 6
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Diffusion of Action
What Drives Culture? (How You Do Things)
pg 8
The Result Force
Neocortex
Limbic
Adapted from Dan Barnett (Primavera Company), Make or Break Culture and Gardiner Morse, Decisions and Desire, HBR Jan. 2006
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com
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Adoption Curves - Gartner (Limbic)
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 9
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Innovation Diffusion Curve (Limbic)
Geoffrey A. Moore
Everett M. Rogers
Vendor and technology centric – used by venture capitalist more than adopter
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 10
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Diffusion of Use (We Need Neocortex!)
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Venkatesh, V. and Bala, H. “TAM 3: Advancing the Technology Acceptance Model"
Pg 11
Ms. CEO – This is Not Linear
Innovators go through acceptance process
But so do all others on adoption curves
The intent at every stage is to go from idea to practice
We need to address acceptance no matter where on curve you are
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 12
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Ms. CEO – It Isn’t a Project, It Is a Sea Change
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Acceptance of managing data as an asset
Forget adoption curve
Address intensity of idea
Support usage
Move to data-driven
*
* Based on a survey of contributors and interested parties
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 13
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Process
Vision
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 15
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Process
To get the Results you want, focus on Beliefs(Vision and Purpose) and Behavior(Picture, Plan and Participation)
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 16
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5 Step Framework to Align a Data Driven Organization*
Vision
• High-level, strategic statement of a Goal
Purpose
• Why you are executing your Vision
Picture
• Future State
• Principles
Plan
• What EIM is Facilitating
• Enterprise and LOB Roadmaps
Participation
• Who does What
Beliefs Behavior
Results: Business Impact the Program Delivers
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 17
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*Adapted from the work by William Bridges, Managing Transitions
Redman - “Provocateurs with passion for data”
Bottom up
Top down
Price – “Engaged leaders with passion for data”
2 Different Outlooks
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 18
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Message
Accept reality
Internal pressures:
Desire to understand customer at any time from any channel
Data Quality issues are persistent
Balance of old mainframe systems with new technologies
Movement to the cloud and losing control of data
Data Volumes are increasing
Mobile apps enabling data to be created and accessed anywhere
Project oriented approach to addressing issues/opportunities
External pressures:
Greater amounts of new regulations
Increasing Customer Demands – my information anywhere at any time
Technology and market changes outpacing ability to respond
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com Pg 20
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Accept and convey these messages
It is all data now. • No such thing as a non-data project • Data must be used to solve problems
Determine the intensity and sincerity of the idea • Is it well thought out? • What is the business value?• Do you have the stamina?
Doing Nothing is Not an Option• Accept the risks if you elect to not pursue greater data discipline• Embrace the required changes if you elect to pursue EIM, DM or DG • Waffling is not an option and will cause additional cost and work
© 2016 First San Francisco Partners www.firstsanfranciscopartners.com pg 21
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Thank you!John Ladley
Kelle O’[email protected]
Next in the CDO Vision series:June 9, 2 PM ETCDO Interview !
Adapted survey
pg 23© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential