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© InfoSight Partners, L.L.C.,2016, All Rights Reserved
Managing the Value of Information Assets
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
Rethinking Information Strategies In the information economy, information is a valuable asset of
the organization, but few companies have found a way to
Measure the value of the information assets of the organization
Positively influence the value of the organization’s information assets
Manage the information assets similarly to other assets
Optimize the availability of information for use in business processes
This overview is devised for that discussion
Measure the value of the information assets of the organization
Positively influence the value of the organization’s information assets
Manage the information assets similarly to other assets
Optimize the availability of information for use in business processes
Specifically, you should be prepared to
Record the Potential Value of Information
Manage
Information as an
AssetEradicate the Resistance to Using Information
Ensure Information and Process Alignment
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
A rapidly changing business environment
Manage Information
Assets Differently
The high speed of business change in the marketplace, thanks to the digitization of most markets requires a very fluid information fabric tightly aligned with the processes that use it by the actors who execute the processes.
Few if any companies are equipped to deal with this level of upheaval.
To complicate matters, the time it takes to identify, model and publish information for this new world order, which is ill equipped to handle the speed of the marketplace.
It is not that the processes cant handle the rapid flow, it’s that they are focused on what is aligned and the clutter that is not aligned nor capable of producing any value.
Left without change, the process actors will have a choice:
Slow down processes to identify, validate and use information
Introduce risk by using information that may indeed be noise to the process
Have data scientists perform the data to information transformation
Use information but make decisions based on what “feels right”
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
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Few if any companies are equipped to deal with this level of upheaval.
The high speed of business change in the marketplace, thanks to the digitization of most markets requires a very fluid information fabric tightly aligned with the processes that use it by the actors who execute the processes.
To complicate matters, the time it takes to identify, model and publish information for this new world order, which is ill equipped to handle the speed of the marketplace
It is not that the processes cant handle the rapid flow, it’s that they are focused on what is aligned and the clutter that is not aligned nor capable of producing any value.
The SolutionThe Solution
Manage Information
Assets Differently
Manage Information
Assets Differently
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
THIS NEW STRATEGY HAS NEW ROLESArchitecting how
value will be obtained from the
intersection of business process and information by those
who execute the processes
Eradicating resistance to using
information as defined in the
architected blueprint
Recording the intersections and
use of information by business processes
Engineering and operating the
machinery that aligns resistance
free information to business process
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
CDO
CIO
DGC
DAM
The Chief Data
Officer ensures
information and
process alignmentThe CDO is accountable for the
alignment of processes, information and process actors
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
The CDO records the alignment in a repository. The recorded
alignment yields potential value.
The CDO validates the alignment regularly to ensure that information
value can be achieved without requiring process actors to resort to excel to consume the information.
The machinery also does
other things
The CIO is accountable
for manufacturing
information
The machinery is what bakes in alignment and sifts out resistanceThe “machinery” is
engineered and
operated by the CIO.
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
Governance is
accountable for
eradicating
resistance
Governance done well elevates the value of information
Resistance are the impediments
to using information
Governance
provides the CIO
resistance reducing
mandates
Resistance is highest
in Non-BAU and
disruptive situations
Governance adheres to the CDO Blueprint
Information consumed from reports usually yields the minimum value
Governance will not have a major role in obtaining organizational value if reports are their primary focus
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
The DAM uses the potential value of information assets as
recorded by the CDO to recognize actual value of
information assets
Information is
valued differently
based on the
situations in which it
is used (BAU, Non-
BAU, Disruptive)The Data Asset
manager records use of information.
Information use is recorded similarly to royalties
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
THE CLASSES OF INFORMATION INVENTORY
Valued Actual
Actual
Potential
WIP
DataThe raw materials: inferences, knowledge and innovationsData being transformed to information using machinery engineered by the CIOAligned information not yet consumed by business processesInformation that has been consumed (it can be re-consumed prior to expiration)
Information whose consumption has been recorded and value has been registered
The Data Asset Manager (DAM) administrates the inventory of information assets
The information assets areIntangible non-depleting but expiring assets of the organization
They are measured similarly to royalties, and are metered based on a repository which records the intersection of business processes, actors and information
The value achievable from information is highly situational based on whether the business conditions of the process are business as usual (BAU) extraordinary (Non-BAU) or disruptive
A well maintained and current repository takes out the crystal ball nature of identifying information value from the equation
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
Instructions to transform data to information are applied
Data – Any heard or heard inferences, knowledge or innovations. Alignment to business process occurs only by accident.
The transformation plan is executed to create information
Finished Goods Information Assets are created ready for consumption
The Information Assets achieve value when they are consumed by business processes
No attempt to eliminate resistance has been applied to data
The journey from Data to Information
Raw Materials
WIP PLAN MACH POT
ACT
The DAM records value for the consumed information assets
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
Finished Goods Information has potential value because it is ready for consumption but has not yet been consumed
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
The critical participants
The CDO engineers proper alignment
Governance eradicates resistance
The CIO engineers information from data
The DAM manages the information inventory
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© InfoSight Partners, L.L.C.,2016, All Rights Reserved
Why is this important?Most organizations do not have the means to ensure alignment of information to process. Without this alignment, the availability of information, not misaligned data, will be haphazard.
Governance is often focused in most organizations on source (data), not the end product. It is the information that creates value that governance should be concerned in improving. If it leads to fixing the internally sourced information only, then it will be missing much required for Non-BAU signals.
The machinery is devised to store everything in a “prego, it’s in there” warehouse. Having a warehouse does little if anything in ensuring alignment.
Few if any organizations are in a position to measure the consumption of information. They are focused on producing he source and count on the actors of business processes figuring out how to align information with process.
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© InfoSight Partners, L.L.C.,2016, All Rights Reserved
Building the next generation information strategy
Manage
Meter
Govern
Engineer
Measure
Manage information as an intangible, non-depleting (but expiring) asset of the organizationOrganize to manage the information asset, including creating the consumption blueprint, eliminating resistance to the consumption plan and measuring the success of the execution strategy to manage information as an enterprise asset.
Meter the consumption of information by business process, and record potential and actual information in a repository.
Govern the forces that prevent use of information in business processes (resistance). If information is not consumed in process, there is little current payback in governing it.
Switch the focus of the technology organization from managing the data source to managing the consumable information products.
Measure the inventory state (data, WIP, Potential, Actual), resistance, source, etc. as metrics to improve the valuations of the information assets and minimize resistance to using information, especially at Non BAU and disruptive times (when it is most valuable).
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
Q & A
© InfoSight Partners, L.L.C.,2016, All Rights Reserved
Thank You