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EIM – Strategy to Pragmatic Delivery

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1 EIM – Strategy to Pragmatic Delivery
Sharing the experiences Mark O’Gorman Director, Data Management, Global Technology Office, Manulife Financial November 17, 2010

2 About Manulife Manulife's Vision Manulife Financial’s vision is to be the most professional financial services organization in the world, providing strong, reliable, trustworthy and forward-thinking solutions for our clients’ most significant financial decisions. Manulife Financial is a leading Canadian-based financial services group serving millions of clients in 22 countries and territories worldwide. The Company operates in Canada and Asia through the brand name “Manulife Financial” and in the United States primarily through the brand name “John Hancock“. 2

3 Agenda Information Management Challenges EIM – Understanding the Beast
Taking a Business View EIM – A Pragmatic Approach Lessons Learned – Good, Bad, Ugly 3

4 Common Information Management Challenges
Increasing Business Demands for More Information Complex or Incomplete Access to Information Increasing Information Integrity Awareness Increasing Information Governance Focus Inconsistent or Informal Information Management Practices Mixed levels of Business Engagement in Information Management Limited Line of Sight to Information Assets Various Degrees of Insight into Future Information Needs Drive for Greater Information Management Efficiency Various Levels of Information Management Understanding

5 Enterprise Information Management (EIM)
Information Architecture Business and IT Strategies and Behaviors Governance Business and IT Policies and Standards Enterprise (Organization Structures & Culture) Enterprise Information Enterprise Management EIM Information (Asset) Management (Process & Technology) So what is Enterprise Information Management? A set of integrated disciplines, technologies and best practices Formally manage information as an enterprise asset Ensures availability of high quality information Effectively leverages information for improved operational efficiency Provides transparency and business insight Supports Enterprise goals across and between organizations. Information Management Delivery Business and IT Accountabilities 5

6 Enterprise Information Management (EIM)
Organizational capabilities which transform data into trusted, actionable business assets to grow the business, reduce costs and mitigate risks.

7 What is Information Management – Scope
Metrics and KPI’s Service Oriented Architecture Information Delivery and Business Intelligence Mashups Data and Master Data Management Content and Document Management Information Quality Management Information Governance and Stewardship Records Management Metadata and Taxonomy Management Collaboration

8 Information Management – Changing the Conversation
Accessible Do I have access to all the information I need to do my job? Discoverable I know what information I need, but where is it? Visible What information do we have available? Knowledge Sharing Available and Secure Is my information protected? What happens if it gets damaged? Classified Is this information confidential? How long will this information be kept? Accountability Leveragable & Reusable Can I use the address information from the other system instead of building my own? Timely Is this information up-to-date? When was the last time it was updated? Traceable Where did this information come from? Who can update it? What updates were made and when? Trusting Is this information accurate? Combinable Is the policy face amount from system A and B defined the same so that I can combine them to get an accurate total? Measurable How do I know if the information is accurate or current enough for my needs? Actionable What information do I need to take effective action? Efficiency & Effectiveness EIM Value Characteristics Data Management is often seen as an IT activity with little interest or involvement from the business. However, for data to be fully leveraged, information management needs to be viewed from a business perspective for business to understand the role they play and importance of their day-to-day engagement in managing the enterprise asset of information. Therefore, we need to change the conversation we have with the business, from one of technology and data within applications to one that resonates with the business. This slide is one approach used to begin these conversations with the business by highlighting what we call as the business value characteristics of information management. By providing a structure to address some of the information management questions the business commonly ask, we can better relate these back to the EIM capabilities and the value proposition for information management. 8

9 EIM – Building on Data Management Success
Strategy and Architecture Alignment Maximum Business Value Innovation Insight Enterprise Knowledge Management Customer Focus Understanding Business Wisdom + Timely Use Stewardship and Governance Growth Visibility Shared Knowledge + Applied Learning Business Value Productivity and Efficiency Metrics EIM Business Value is obtained by transforming data into information, knowledge and ultimately wisdom through a series of maturing EIM capabilities. This simple chart provides a perspective of how this transformation might take place as increasing EIM capabilities are developed and deployed throughout the business and IT areas. The following provides a brief definition of each of these levels. Data The representation of facts or things Represents things or entities in the real world A symbol or other representation of some fact about some thing The raw material from which information is derived Information Data in context Data applied = Data + Definition + Presentation Knowledge Information in context Information applied = People + Information + Significance Wisdom Knowledge applied = People + Knowledge + Action Information + Agreed Meaning Risk Management Accountability + Business Context Data Data Information Knowledge Wisdom EIM Maturity 9

10 Information Delivery as a Service
Cross-functional Business Needs Tactical View Strategic View Enterprise Focus Business Drivers Silo Business Needs Information Capabilities Drive Increase Visibility and Reuse IM Solutions Information as a service highlights the need for a paradigm shift from data producer to information consumer focus. Using a library as an analogy, the more we can provision information for the greater need, the greater the value. Today, we tend to focus on the data required for the operational functions (bottom left), emphasis on the data producers. This drives a behaviour of providing the data available versus what the business needs. Some of the symptoms we see as a result of this ‘data producer’ focus include; Information gaps Inconsistent definitions or levels of granularity Business playing the role of ‘data hunter’ End user computing/business IT shadow groups formed to manipulate data to meet business needs etc Shifting to a Information Consumer focus empowers the business to identify the information needed to provide the greatest business value and insight and provide direction to the data producers to augment the data currently being collected. Operational Information Needs Operational Focus Transaction Focus Drive Increased Information Leverage Information Focus 10

11 Information Stewardship and Governance
Information Governance Effective business engagement in Efficient processes for managing information assets prioritizing and effectively resolving information issues Incremental program for connecting and aligning business needs across Value based governance of departments and groups business information assets. Repeatable practices Increase speed of resolution Greater leverage EIM governance is inclusive of both business and IT participation to drive and enable standardization and maximum value, interoperability and reusability of information across the enterprise. A governance process links the business and IT providing a means for delivering day-to-day support while allowing for the resolution and if necessary the efficient escalation of issues to senior business and IT management for rapid decisions which mitigate risk and maximize value from a business perspective. Knowledge about the definitions and use of information must be share efficiently; therefore, a Stewardship Council of business representatives of various information owners provides a support process and enables effective communication. An Information Architecture Council of IT information experts ensures the knowledge and skills of information management is available at the same time to support the business needs by providing direction on effective designs and resolution of information challenges while providing insight into emerging information opportunities and trends. Information value and challenges must be made visible to senior management to provide sufficient insight to drive effective investment decisions and priorities around information management. Adoption of standards, especially industry standards will enable information designs to allow for simpler integration through common application program interfaces(API’s) for both internal and external sharing of information as well as speed up delivery by reusing existing design patterns or accessing/expanding already available information repositories. Reduced Silos – Increased Simplicity Reduced costs 11

12 EIM Core Capabilities and Disciplines
Business Objectives, KPI, Information Needs Alignment (Records Management, Privacy, Security, etc) Information Governance Processes Strategy and Information Solution Alignment Information Management Accountabilities (Ownership, Stewardship, Custodianship) Consistent Business and IT Definitions and Rules Information and Knowledge Management Disciplines (Information Quality, Information Delivery, Information Security) EIM spans structured and unstructured data and inclusive of people, process and technology. Realizing this can be a complex topic to discuss, Two views are used depending on the audience to have the IM discussion and to ensure we at least consider the different aspects of information management. This first view groups the core EIM capabilities into 6 categories, useful when discussion with business or management. 12

13 EIM Core Capabilities and Disciplines
Enterprise Information Architecture (Strategies, Models, Patterns) Information Management Key Business Drivers (Priorities and Metrics) Governance (Policies, Principles, Standards, Methodologies) Metadata (Ontology's, Taxonomies, Definitions, Business Rules, Lineage, Usage) Information Technology Management (Hardware, Software, Applications, Tools, Repositories Storage) Information Security & Privacy Management (Access, Classification, Auditing, Protection) Organizational Accountabilities (Ownership, Stewardship, Management) Information Quality Management Reference and Master Data Management Information Delivery Management Knowledge Management Reporting BI Document Web Content Enterprise Content Management (ECM) Enterprise Records Management (ERM) This second view is a little more detailed and is more appropriate for discussions with IT or subject matter experts. 13

14 Approach – Incremental Steps
Information Quality Management Information Profile Management Phase 1 Information Quality Management Phase 2 Using the EIM reference architecture as a guide for the conversations, sometimes it is necessary to break a capability down into smaller steps. In this example, the business may not see the value in a information quality management capability; however, would see value in better understanding some of the core master data or information sources. Developing a information profiling capability which formally captures and assess the contents and health of information sources helps raise visibility to the need and value of an information quality management capability. Another example of this is with information governance. The culture may not be ready for the central governance/ownership of an information asset such as customer data; however, starting with information stewardship program will help draw out the complexities and challenges with inconsistent direction or silos of customer data management. The stewardship program will help drive the need for more formal centralize governance of information assets and possibly the need for a business owner. 14

15 Data Management Capabilities Model - Building a Strong Foundation
Master Data Management Business Intelligence SOA Level 3 Leveraging etc Business Process Management Data Ownership Enterprise Data Model Business Def’n & Rule Management Information Lifecycle Management Level 2 Enabling Data Lineage Management Data Classification Data Governance Data Stewardship Data Model Management Change Management Data Custodianship Data Architecture Data Lifecycle Management Level 1 Foundational Data Inventory Management Data Quality Management Data Security Management Metadata Management Data Integration Data Principles & Standards Organizational Capabilities

16 Identifying EIM Opportunities
1) Identified EIM Opportunity Value Characteristics Similarities 3 Initial EIM Hot Spots 1) Availability & Actionability 2) Discovery, Combinability and Reuse 3) Visibility and Integrity 2) Suggested Initial Opportunity Focus 3 Initial EIM Target Areas 1) Ownership and Stewardship 2) Consistent Business Definitions 3) Profile and Inventory 3) Identified Capability Activity Synergies Identifying Business Opportunities for driving incremental improvements in information management capabilities Sometimes we are fortunate when the business steps up with an initiative that clearly contributes to information management capabilities. But what do you do when these are not readily apparent – how do we initiate the discussion and identify opportunities from a business perspective? Sometimes we need a means of drawing attention to the opportunities for driving improved information management to deliver increased business value. EIM Opportunity model can be used to consistently capture anecdotal stories and business opportunities for information management and associate the IM value characteristics with EIM capabilities from the EIM Strategy. This slide provides an overview of the process to not only capture the opportunities, but draw attention to areas where multiple business scenarios have the same information management challenges, thereby identifying opportunities to develop or enhance information management capabilities which address multiple business challenges. Opportunities and the associated ratings are summarized and used to highlight capabilities rated as having the greatest impact on resolving business challenges or delivering the greatest value. In addition, this approach highlights the investments which will drive the greatest value to the most business challenges. For example, the assessment may find that building a process for managing a common business glossary or improving a data quality management program may address 3 or 4 key business challenge areas. 16

17 Align Business Challenge & Benefit to Capabilities
Information Management Capabilities Key Questions What are the commonly felt information challenges as articulated in stakeholder pain point statements? Business Challenges Insufficient Flexibility Disparate Sources Inefficiency EIM Capabilities Information Profile Management What is the targeted set of information capabilities required to resolve the shared challenges? Metadata Management Information Delivery How do the EIM capabilities contributed to the core organizational informational goals? IM Strategic Goal Improved Information Management Discipline The goal is to effectively relate and align business information challenges to information management capabilities to help ‘connect’ and show relevance in business terms – how does the investment in information management capabilities contribute addressing the business challenges or drive improved business efficiency. An analysis of the business challenges were summarized, prioritized and validated with the business as Inefficiency, Insufficient Flexibility and Disparate Data Sources. From the EIM Strategy, we associated three core corporate Information Management capabilities to help address these challenges. Improved Metadata Management to support greater insight and understanding into information assets such as location of customer data, available reports, definitions and business rules of information available, etc. Enhanced Information Delivery for improved reporting and analytical capabilities such as self-service reporting, increased training in tool capabilities, advanced analytics. More formal processes for assessing and managing the information source health. Investment in these capabilities were tied directly back to the EIM vision and the strategic goal of improved information management disciplined, which drives business value through increasing the leverage of information management assets. Increased proficiency drives both top line improvement through greater insight into business activities, customer service, etc as well as bottom line improvement through greater efficiency and greater reuse. Business Benefit Delivered Proficient Use of Information What is the business translation of progress against IM strategic goals? 17

18 Incremental Capability Build
Business Unit 2 leverages BU 1’s investment and experience to incrementally build to target maturity through existing projects. Master Leveraging BU2 Maturing IM Capability Maturity Levels BU1 BU1 BU1 Developing BU2 BU2 BU2 BU1 Initiate BU1 BU1 BU2 Incrementally building capabilities for reuse by other groups is about “thinking strategically” while “acting locally”. Focus the design of the capability on flexibility, standardization and positioned for enterprise use; however, develop incrementally for the specific business needs, appetite for change, investment availability and degree of problem being addressed. Communicate the focus is on reuse and expansion so that the business investment will be further built on for greater enterprise value and to avoid redundant activities in other projects. Be careful that the business unit/project doesn’t try to take ownership of the capability because of the investment made. It is helpful to think of this as a shared service, center of excellence, etc. For example, building out a metadata management capability may start with a business glossary with supporting processes, standards, meta model, stewardship, etc. Scale these for the area of the business you are addressing, but design so that the capability can be expanded to include the other business areas when they are ready. Focus on the people and process side of the development being robust and leveragable. The technology can leverage what you already have in house and be reassessed at a later time when you have critical mass of business groups trained and leveraging a common process to drive and justify the need for more advanced technology. Don’t start with the technology. Metadata Management Information Delivery Information Profile Management Information Stewardship Program Business Definitions and Rules Management Business Drivers and Metrics Management Information Capabilities Enterprise Maturity Level 18

19 Taking an Opportunistic Approach
High Potential Investment Opportunities Core Investment Opportunities Project 2 Project 3 Project 1 Project 4 Incremental Business Value Project 6 Project 5 Project 7 Execution – Leveraging Existing Projects to deliver IM capabilities All projects involve some degree of data management activities, from the data analyst who assesses the data sources to leveraging business subject matter experts who understand the business rules and definitions of the data. The difference is in how efficient, formal or complete these capabilities are being executed. As a result, there are varying degrees of opportunities within these projects to leverage a common practice, adhere to standards, contribute to a business glossary, identify a business information steward, etc. However, not all capabilities are opportunities for all projects. Depending on the degree of risk, level of skill, priority of the project, time available – some projects may present better opportunities than others. To help assess these opportunities, a matrix is used to reflect the relative change in value or effort required to further develop or expand an IM capability. The lower the incremental effort and the higher the incremental value, the better the opportunity. As the capability matures within the organization, the more numerous will be the projects that will be able to leverage the capability with minimal incremental effort or eventually with less effort. Insufficient Investment Justification Potential Investment Opportunities Low High Incremental Effort Low 19

20 Information Management – Business Engagement
(1) Sponsorship and Scope (2) Understand Business Challenges (3) Rationalize Challenges Sponsor engaged and scope set Interviewed - Key business stakeholders identify challenges, opportunities and priorities Working team - Consolidated interview feedback and devised workshop for setting strategy direction (6) Execution and Benefit Realization IM Strategy Value Proposition (4) Impact and Opportunity Assessment (5) Strategy Development Early business engagement is extremely important and valuable in driving incremental improvements in information management capabilities. Note the engagement needs to include the sponsor and key stakeholders as part of the interview and workshop to ensure appropriate level of focus. The engagement of the stakeholders may require additional encouragement from the sponsor to help prioritize their time for the ultimate success. EIM & IT Strategy IM Capability Identification Delivery - IM Capabilities and Business Initiatives - Roadmap, Value and Investment Principles and Best Practices IM Initiative Identification Workshop - Key stakeholders and project team introduced IM, validated challenges and prioritized business needs Strategy - Working team develop strategy and roadmap considering near-term and long-term business needs. 20

21 Delivering Business Value – Picking the Right Spots
Business Challenges Insufficient SME’s & Metadata Questionable Integrity Diffused Information Information Gaps Insufficient Granularity Inefficiency Insufficient Flexibility Disparate Sources Business IM Capabilities Information Stewardship Information Needs Alignment Information Use Proficiency IM Value Areas Information Understanding and Integrity Information Aligned to Business Objectives Strategy and Solution Aligned to Business Information Needs Information Management Discipline Example of linking business challenges to information management capabilities. The business information challenges identified during the interviews are summarized and consolidated into challenge categories. The challenge categories are validated and prioritized by the business through a workshop. To address these challenges, areas of focus are identified for the Business – called Business Information Management capabilities – so that the business had focus – Information Stewardship, Information Needs Assessment, Information Use Proficiency. By focusing on these 3 areas, the business would begin to realize value over time as these capabilities incrementally matured. Lastly, specific information management capabilities are recommended, split into two phases if necessary, which would incrementally begin to address the challenges and deliver on the value. The first phase can be considered foundational and a requirement for the second phase. A suggested timeline can be proposed based on knowledge of existing culture and skills, but recognize this may change as business needs or investment changes. 1-3 Years Information Stewardship Program Business Definitions and Rules Management Business Drivers and Metrics Mgmt Information Profile Management Metadata Management Information Delivery 3-5 Years Information Ownership Information Sharing Information Needs Management Information Management Architecture Information Quality Management Information Technology Management 21

22 Where to Start - IM Governance
Governance Objectives Establish accountabilities and mandate for setting IM governance levels. Ensure existing policies and standards reflect Information Management governance needs. Enhance existing processes to monitor, measure and report adherence to policy and delivery expected value information management. Information Steering Council Chief Information Steward (Chair) EIM Architect (Facilitator) Business Unit Leaders Chief Enterprise Architect Built out as required to support Stewardship Information Stewardship Group Coordinating Information Stewards Chief Information Steward (Chair) EIM Architect (Facilitator) Data Architects Governance Drivers Scope - Number of stewards and subject areas involved Complexity – Number of different systems, project or groups impacted. Risk - Degree of impact of decisions Cost - Effectiveness of decisions made at the stewardship level. Business Unit Steward Teams Coordinating Information Steward (Chair) Data Architect (facilitator) Business SME So where to start? Through all the discussions with business and IT, the one IM capability which consistently came to the top as the number one priority was information management governance. Information governance is a good start as providing a mechanism which engages both business and IT to define information management standards and best practices which balances and incorporates business and IT insight of current needs with the strategic enterprise information needs. This slide depicts the approach that leverages business information stewardship and an EIM program to accomplish this goal. Stewardship drives the direction while the EIM program coordinates and tracks the execution. EIM Program Facilitated by Enterprise Architecture (EA) Provides overall Information Management (IM) Capability consulting, monitoring, tracking, reporting Oversees alignment to Enterprise Information Management (EIM) Strategy 22

23 Lessons Learned – Good, Bad and Ugly
Sponsorship – Need both business and IT executive champions Business engagement – Needs to be a priority with on-going engagement of business management / subject matter experts Sustainability – Needs to be considered a program, introducing a series of organizational capabilities, not just a project Investment – Involves investment in people, processes and technology within business and IT. Culture – Information Management is a journey which will require changes in how people work and think, therefore, it will take time Community – Leverage the strengths and knowledge of the internal teams by connecting common IM needs and challenges, facilitated through collaborative, social networking environments. Do Tailor conversations about Information Management capabilities based on the needs and understanding of your audience. Target communication to all levels of business and IT, but target the communication detail and message. Spend the time upfront to engage the business through interviews, workshops, etc to ensure understanding of business challenge as well as make the business feel part of the solution. Start with an overarching EIM strategy and use it as a guide for focussed delivery of Information Management capabilities. Tie information management capabilities directly to business challenges and business objectives to ensure relevance to business stakeholders and provide insight into financial impact of challenges and potential value of developing the capabilities. Be willing to ‘repackage’ the presentation and delivery of ‘IM capabilities’ in business terms and targeting specific business challenges. Adjusting language, size of capability and order of delivery will appear more ‘pragmatic’ to the business while moving the EIM Strategy forward. May not be the ‘best’ or ‘most efficient’ but the goal is progress, not speed. Identify existing projects to demonstrate value of improved Information Management capabilities and to help develop disciplines. Develop Information Management capabilities for reuse, build small for initial need but designed for expansion and leverage by other groups. Don’t Underestimate the amount of communication required or the time required Over communicate the EIM strategy, but use the strategy as a guide for focussed delivery of capabilities that deliver business value in incremental steps. Assume all business or IT groups have the same level of understanding or need of Information Management capabilities. 23

24 Director, Data Management, Global Technology Office
Thank You Mark O’Gorman Director, Data Management, Global Technology Office Manulife Financial 24

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