TRILLIUM SOFTWARE INSIGHTS

Why Don’t They Talk about Data from a Business Perspective?

By Len Dubois, Sr. Vice President, Marketing & Sales Support, Harte Hanks Trillium Software

I was just thinking about the Webinar Ed Wrazen conducted recently titled “Operational Data Quality” and how my friend David Loshin's recent blog post titled "How Do You Know What Data is Master Data"  were connected, yet with different outcomes. 

David remarked how difficult it was for some of the MDM vendors at the Enterprise Data World conference to really codify and define the term "data" as it applied to Master Data Management.   While not surprising that they all had slightly different takes on the term "data," what was really distressing to me was how none of them talked about it from a business perspective. 

In my view, that speaks to the heart of a serious data management problem.  Many of the leading MDM vendors are wedged into rigid stack solutions that only satisfy infrastructure needs rather than ensuring data is "fit for purpose," regardless of the business process or implementation type.

Ed Wrazen on the other hand approached the Operational Data Quality Webinar from a different perspective.  He focused on the business challenges that motivate data stewards to collaborate with their business and IT partners.  First, they must specifically define what "data" is relevant to each business process, and second, define the context of the data within the business driver – in this case, MDM. 

Ed clearly outlined the importance of understanding the types and usage of data that inform the decisions of sales and marketing, and how the contextual use of the data differs from other equally important, yet disparate systems, including finance, credit billing, shipping, inventory management and storage.

He was able to clearly demonstrate that when you focus on the business requirements and processes for the data, you can deliver the means to dynamically improve the value of your information on a unit level as well as an enterprise level.  And, this will work regardless of what project or initiative you’re talking about – MDM, MDM, Data Governance, Compliance, CRM or any other discipline. 

How do you think and talk about your data?  From a technology-only standpoint or from a business process perspective?  Ask your boss that question after you answer it yourself.

Data Governance, Data Quality and MDM – How do they fit together?

By Jim Orr, Director, Enterprise Data Strategy, Harte-Hanks Trillium Software

Data governance, data quality, and MDM; just how do they fit together if at all? This question and others were put to the test at the recent TDWI Summit in Savannah, Georgia. I had the privilege to attend this invitation-only event that brought together leading companies, practitioners, and technology vendors – and focused on MDM, quality, and governance.

As evidenced by the number of great presentations, networking opportunities, and case studies covering several core topics, the overarching themes were clear:
•    MDM success requires data quality and data governance,
•    Enterprise-wide data quality success requires data governance at some level,
•    Data governance enables MDM and enterprise data quality

In different ways, the message was repeated over and over again, three disciplines, one real solution. In other words, these domains and initiatives rely heavily on each other for them to be successful. Furthermore the solution for effective data management revolves around an organization’s ability to align people, process, and technology.

While some people may have heard this before and ask “but what’s new?,” from my perspective, it was a great step forward for the industry to really see how people are talking about the co-dependence of these disciplines. By setting aside a forum on these three topics alone, it reinforces and further acknowledges the fact that MDM-type initiatives, data quality, and governance are all required to drive desired outcomes around a company’s information and data assets.

You really need to be thinking about how all these disciplines interact and integrate as you move towards any MDM or CRM implementation.

Did you attend the TDWI event? If so, what were you’re thoughts? If not, what have you heard about the event?

Data Management – it’s all about the data...and the people

By Jon Asprey, Director, Strategic Consulting EMEA, Harte-Hanks Trillium Software

“A cardinal principle of Total Quality escapes too many managers: you cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships.”
- Stephen Covey

I’ve been very fortunate to work with a number of talented and inspirational clients on a variety of data driven programs. And I was musing on why some of these data quality programs have been more well-received within their organizations than others, and I came to the following conclusion. The initial, and continued, success of any information quality or data governance program is very much dependent on the qualities of the people involved in that initiative.  Now, that sounds like a no-brainer, but this is an important observation.

Furthermore, the ability to communicate effectively with senior management and the business functions within an organization will determine the success and the longevity of any data governance initiative.

So, there are some key areas where critical skills must be honed within any information management team to ensure credibility and business buy-in.

First, a consultative approach is a must.  The team should include people with keen personnel management and business analysis skills who understand business processes, can run internal workshops and collate requirements and feedback.

Next, focus on bottom-line impact.  Ensure that issues identified can be linked to a tangible business impact. Efficiency and time savings are good, but metrics relevant to the business, such as financial loss, risk or compliance, are most effective.  This will require individuals who can work with data analysts to “frame up” data issues in a way the wider business will understand.

Finally, internal communication and “PR” is critical.  Once tangible benefits are identified or realized, a senior representative must be able to communicate this across the wider organization. This will assist with momentum, increased participation and the ability to engender a culture change on the front line.

In many cases, these skills are not naturally present within the profiling or data quality management team and must be developed. Not to say the individuals are not capable, but it is simply a way of thinking that the team must become accustomed to and comfortable with.

I believe that, as with data quality improvements, the establishment of a data management strategy is an iterative process which improves and is enhanced over time. It’s the skills of the actual people involved, and not just the technology or partners that will ensure its ongoing success. So, as always in business, your people and your data are your greatest assets.