Investing in Data Management Capabilities ...a business case template Ian Thomas @IancthomasUK Me What I’m talking about What I won’t cover - specific headcount / costs / etc I talked about GDPR as an opportunity last year...

Building Data Capability is about taking the organisation and it’s customers on a journey

Taking the case to the exec, in context Tactical Data Management - build and demonstrate value incrementally, targeting priority data assets / data domains, taking a repeatable, iterative approach to processes, templates and ways of working: Supporting value driving initiatives Leveraging regulatory drivers & risk initiatives Supporting new Business opportunity Secure funding for a project to define data capability Execute the discovery Present papers to the executive / share project findings / Proposal Gain funding to build the team / enhance the capability Build / train the core team Implement any broader operating model Establish strategic data management

How we did it, a process template 1. We performed an assessment of the As-is capability of data governance across Co-op 2. We identified the key gaps and the capability that needed to be in place to address them 3. This enabled us to create a target Op-model based on principles that we agreed with stakeholders 4. We defined each capability, the work packages required and their prioritisation into three phases 5. We stress-tested the Op-model with DG experts from around the business 6. We defined key roles and governance forums

While interviewing stakeholders we identified requirements such as: We ran workshops with key parts of the business, assessing current capability: Understanding history, current capability and key areas of focus There maturity against a chosen Data framework What support they were looking for While interviewing stakeholders we identified requirements such as: Improve data that supports delivering strategy and helps generate value for the business Use data from across the organisation to generate increased value from synergies Create a data-driven culture, based on data ethics, supporting users to do the right thing Know where to get data from to support answering business questions Know how to use data and get the same answers where ever we are across the business, standardising the way data is documented Fix data issues that are impacting our business processes and impacting value Understand the risks associated with data and ensure we are managing them appropriately Comply with legal and regulatory requirements Proactive management of data, to stop issues manifesting, causing reactive fixes We heard practical examples of the business benefit DG enables We mapped how this aligns to strategic areas such as: Driving Benefit | Reducing Cost | Reducing Risk | Ethics

We developed a road map 1. Identifying 5 key strategic areas: Create and Maintain a startay Establish and maintain knowledge Manage Data Quality Governance, Assurance and risk Supporting capability 2. Established milestones for each of the above and plotted a rough order, identifying interdependencies and taking us through stages of design, build, implement, and run 3. We Identified 3 clear phases of development

The slides we took to the exec In our slides we: summarised the lineage across strategic business outcomes, requirements from the data perspective, the role that data capabilities played and the people, process, forums and technology required to support this. used tangible examples relating to strategic priorities. summarised the proposed operating model including the design principles we used and key responsibilities of each area under each capability and proposed capacity as FTE v’s existing provided annualized costs of FTE including and excluding any scalability v’s current budget, making clear inclusion or exclusion of tooling provision summarised the ask: Sought agreement to proposed operating model and core team composition Sought ratification / guidance on priorities and ambition for 2018 and in light of this agreement on approach to interim resource as needed, demonstrating impact via a plan for the next year with 6 month and strategic outcomes achieved.

The Exec’s Questions What is data architecture? Why isn’t that IT’s job? Are the business and functional areas bought into this plan? What risks would we be accepting if we don’t do this? How does the risk profile change if we only do some of this or if we do it slowly?

Some thoughts You are playing in everyone else's backyard… so ask nicely! Or make sure you have cover! You will meet resistance, and momentum will be lost at some, or many points! Manage others expectations and your own energy! Regular facetime with your sponsor makes life easier Be seen to be a facilitator! Balance pragmatism and rigor The theory isn’t rocket science, change is the hardest element! - Be able to tell the same compelling story from many perspectives Make sure you have the detail in your back pocket! Be a brilliant proponent of others and get good at ‘Whack A Mole’ in equal measure!

If I could do one thing differently… More Communication, face to face