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eserved A new Information Approach for the Digital EconomyWelcome to the Exponential Age

Refocusing the management of information assets in the digital economy

Potential ValueBusiness Processes Information

Achieved Value

Raw Data

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• Welcome to the Exponential Age

• Managing Information as an Organizational Asset

• Measuring the value of Information Assets

• Organizing to Manage Information Assets in the Digital Economy

• Governing Information Assets Differently

• Orchestrating the valuation of Information Assets in the Digital Economy

• The Journey to Managing Information Assets in the Digital Economy

Sections

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• In 1998, Kodak had 170,000 employees and sold 85% of all photo paper worldwide. Within just a few years, their business model disappeared and they went bankrupt. What happened to Kodak will happen in a lot of industries in the next 10 year, and most people don't see it coming. Did you think in 1998 that 3 years later you would never take pictures on paper film again?

• Yet digital cameras were invented in 1975. The first ones only had 10,000 pixels, but followed Moore's law. So as with all exponential and disruptive technologies, it was a disappointment for a while, but within a few short years became mainstream.

• It will now happen with Artificial Intelligence, health, autonomous and electric cars, education, 3D printing, agriculture and jobs. Welcome to the 4th Industrial Revolution. Welcome to the Exponential Age.

• The ability to wield information will disrupt most traditional industries in the next 5-10 years. Uber’s product is excellence in managing information. Uber is the biggest taxi company in the world, yet does not own cars, they own information. Google and Amazon manage information. Airbnb is now the biggest hotel company in the world, although they don't own any properties, what they own is information.

Welcome to the Exponential Age

Uber, Google, Amazon and Airbnb manage

information assetsAre You Ready?

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• The world has changed, it started with companies who had products that lived in the digital ecosphere, like Google, Adobe, Yahoo and others, but has become mainstream for all companies, and has caused a level of disruption that is seen only during periods of great shift. We are in one of those periods. Some examples of this shift are easy to spot.

• Not so long ago, the primary vehicle for sharing the written word was books and postal services. This business has been disrupted where email, the replacement for much postal services, is being displaced with Facebook, Instagram, test messages and a host of other services. The primary cost of a printed book was always the production of the book where it was printed, stored and distributed. Today, the printed book is in the midst of being disrupted through electronic distribution services, where the buyer can either read the book electronically or print it at their leisure. Of course, not having to distribute books as often has drastically reduced the need for sharing books using a media service from post offices.

• On the very near horizon is the emergence of digital services for automobiles (that is here already), smart home services and a host of other devices all of which will consume digital services and all of which will either participate through a mobile hub or have a digital identity (phone number) of their own. These services not only know who you are, but where you are. The consumer is more informed than ever before, with a variety of sources specifically devised to deliver targeted content to the consumer. The means to interface the consumer has changed forever.

This level of Interruption is not an outlier

Uber, Google, Amazon and Airbnb manage information assets

Are You Ready?

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• The touch points to the consumer have changed with a variety of services delivering information to the consumer with hopes of obtaining referral income from your digital transaction. Sometimes they will even use information that you made available to them to help them direct consumers to do business with you. This can be content which shows products you sell in a favorable light to competitive products or bundled products which make a transaction more enticing.

• If you booked a hotel or used some other reservation system recently, you have noted a large number of services who will share potential reservations with you, many know who you are without your entry of any information. They have partnered and have shared a community of information with a desire to direct referral income their way.

• But the one item that will negate this referral is incorrect or out of date information about the consumer. If the consumer’s name is misspelled, they will take note of that. If they moved and you had the wrong address on file, they will take note of that. And all of this impacts their willingness to complete the desired digital transaction.

• If digital transactions do not take place, then referral income does not take place, resulting in partnering organizations looking elsewhere for referral income. This information you have shared has a direct value in the achieved digital transaction, but few are equipped to measure it.

The age of consumerism requires you to get consumer information right

Uber, Google, Amazon and Airbnb manage information assets

Are You Ready?

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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”

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

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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

XXX

Use information but make decisions based on what “feels right”X

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The ability to wield information is a key differentiator

Data Information

OrganizationAligned to sources to optimize drill back to source data

Aligned to business processes that consume the information

GovernanceResolve definitional conflict, prioritize reference data & metadata initiatives

Eradicate resistance to using information in business processes

ClutterImprove the analysis capabilities to be able to find identified patterns

Eradicate clutter through a number of techniques

ContextProvide context to data warehouses,subject data marts and analytic models

Provide context specific to information as it will be used in business processes

Most organizations manage data and organize it so it can fit a large number of analytical needs. They do not manage information, which is organized to be consumed by business processes specifically devised to deliver on a value proposition. It is for this reason that information is heavily utilized for reporting, basic analysis and Business As Usual (BAU) situations,leaving process actors to corral their own information in Non-BAU and disruptive situations.

The new approach for managing information mandates migration from a storage paradigm to a usage paradigm

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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 sourcing of data, not the usage of information. It is the information that creates higher value that governance should be concerned in improving. Governance is focused on internally available information, but higher value uses of information (i.e., disruptions) are rarely identifiable from information available internally.

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. Big Data makes things worse.

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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Internally Sourced Data, storage organized

Internally Sourced Data, usage organized Market Sourced Data, usage organized

Market Sourced Data, storage organized

Information made available to analysts is tightly controlled and published from internal production applications.

To facilitate drill through to data, the organization of data is tightly coupled to the data sources and data owners of the applications souring the data.

Information internally and externally sourced goes through a transformation process which is regularly updated to align to the current portfolio of business processes which yield the value propositions of business models.

Transactional internal data and heard and learned inferences are synthesized to meet the needs of business.

Information made available to analysts is consumed from sources outside the organization. While transaction data is important, the data made available from outside the organization (heard and learned inferences) is much more prized than the introspective information available from internal transactional systems. Information is stored by the source of the data.

Internal, mostly historical, master and reference data are used to derive directional guidance to identify anomalies from internal transaction streams. The organization of the results are aligned to processes which yield the value propositions of business models.

Data lineage is stored to meet the needs of drill through because data organization does not align to sourcing.

Typical Drivers

Data Scientist driven integration

Data Lineage

Information Usage Resistance

Typical Drivers

Data Quality

MDM

Data Lineage

Typical DriversInformation to Business Model Alignment

Information Gap Remediation

Information Usage Resistance

Typical Drivers

Social Media

Log Analysis

MDM

Data Alignment

Clutter Mgmt

Which most typically represents your management of information

Typically Blindsided by disruptions

Typically Exploits Disruptions

The Four Quadrants of Information ManagementTarget Q

uad

rant

Typical IT D

riven Q

uad

rant

Typical C

AO

Driven

Qu

adran

t

Typically Late to Disruptions

Thrives in disruption, but not stable markets

Op

po

rtun

istic Qu

adran

t

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• Welcome to the Exponential Age

• Managing Information as an Organizational Asset

• An approach to measure the value of information assets

• The leadership roles required to manage information differently

• The shifted focus in Governance

• Ensuring the process is sufficiently repeatable and predictable to stand up to an audit

• The Journey to Managing Information Assets in the Digital Economy

To be addressed in migrating to a Information Management approach

Approach

Strategy

Measure

Organize

Govern

Orchestrate

Journey

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Thank You

Q & A

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InfoSight Partners’ mission is to facilitate the journey companies take to gain focus into the value of their information assets.

Once this journey is started, a new approach to managing the organization’s information assets gains clarity.