Selling Information Governance to the Business: Best Practices by Industry and Job Function

PRAISE FOR SELLING INFORMATION GOVERNANCE TO THE BUSINESS

Manufacturing Perspective

Sunil’s follow-up book on information governance is another invaluable resource to those involved in championing information governance in their organizations. Tailoring the information by industry and business function enables the message about information governance to be made very specific and relevant to each audience. Once again, this demonstrates the depth and breadth of experience in this field that Sunil and his colleagues have acquired. The section on roles and responsibilities for the information governance organization is particularly insightful.

Anthony Harris

Enterprise Information Architect Air Products Gases and Chemicals, Inc.

Distribution Perspective

I have been part of the information governance revolution for the past five years through my profession, as well as a member of the Information Governance Council with Sunil. I have read many books and publications on information governance. Most of them had one shortcoming: a process of starting and implementing information governance at an enterprise. Sunil successfully addressed this need in his first book [The IBM Data Governance Unified Process]. It gave organizations a process to use; in other words, a starter’s guide. Now, in his new book, he is taking his guide a step further. In my experience, information governance will not succeed unless the business understands it, buys into it, and supports it. Sunil’s approach to make this critical step in successfully implementing an information governance program specific to industry and job function is very helpful and paints a clearer roadmap to organizations that are looking to start and implement a successful information governance practice.

Cengiz Barlas

Vice President & Global Head of Data Management Premier Farnell

Information Services Perspective

Sunil has really touched on the central point of the challenge of selling data governance: feeling the value. He provides a practical approach for organizations that want to harness the power of data governance to catapult themselves ahead of the competition. He brought to our initiative the sense of value to the business and helped us translate the theory and concepts into concrete actions. This book offers a pragmatic view of data governance and should be read by practitioners who want to align their techniques to the business. There is a lot of knowledge and experience inside this book.

Gustavo Tadao Okida

Chief Enterprise Architect – LATAM, Serasa Experian

Analyst Perspective

Information governance is widely recognized as something every enterprise must have. And yet, very few organizations have even rudimentary governance activities in place. Why? Because it is so darn hard to get it started. Hard to explain what it is or define what is needed. Hard to determine what skills are needed or what should be measured. Hard to determine where in the organization it should reside or even what technology is needed to support the initiative. Finally, we have the soup-to-nuts manual on how to create a world-class information governance program in any enterprise. Sunil’s vast experience and expertise clearly shines in this book, as evidenced by the practical advice, case studies, tips, and techniques to get you going for the long haul. It is a must-read reference for anyone starting the down the invaluable road to information governance.

Claudia Imhoff

President of Intelligent Solutions, Inc. Founder of the Boulder BI Brain Trust

Analyst Perspective

As data governance (or information governance, as some prefer) gains in prominence, one of the biggest problems that our clients report is the difficulty of explaining the importance of the subject in business terms, and, in particular, being able to explain to senior business leaders why they should fund what can be a large and far-reaching organizational initiative. Sunil Soares’ book addresses this issue head on. It does not talk in general terms, but instead provides real case study after case study in a wide range of industries, tackling practical business problems and explaining how information governance has helped. This book is clearly the product of a great deal of practical research, and it draws on a rich vein of experience in order to explain the benefits of information governance in business, rather than technical, terms. It will be essential reading for anyone putting together a data governance initiative and will be of real help in getting business buy-in to such programs, which is critical to successful information governance.

Andy Hayler, CEO, The Information Difference

Retail Perspective

This book captures many of the learnings I experienced while leading the IT departments at Corporate Express and Musician’s Friend. I wish I had these insights years ago, and I recommend this book for all IT and business leaders who are involved in shaping their company’s data strategy.

Charles Hunsinger, Chief Information Officer, Harry & David

Retail Perspective

When we started our PIM project, we realized quickly that we needed to start an information governance journey. In order to jump-start our journey on the right foundation, I was looking for best practices on the subject. I had the chance to find Sunil’s first book. I read it cover to cover, and it gave me the recipe to start our information governance project.

With this new book, Sunil brings the subject to another level. I think it is the most complete book on the subject available today. By providing information by industry and using case studies, he transforms an abstract concept and makes it concrete to any person in the organization.

For me, information is an important asset that should be managed like any other asset in the enterprise. This book really helps demonstrate to the business people the importance of the asset called information. I would recommend the book to anyone who wants to learn about information governance or to bring their enterprise to another level of information governance.

Michel Boudrias

Director of Enterprise Architecture SAQ (Société des alcools du Québec)

Utilities Perspective

Between 2009 and 2012, approximately 5 million of Southern California Edison’s (SCE) residential and small-business customers are getting new smart meters with Edison SmartConnect, SCE’s smart metering program. Based on next-generation technology, Edison SmartConnect was designed with a focus on the customer. With millions of meters already deployed to the field, in April 2011, SCE started providing customers with interval data collected by reading the smart meters over a secure, wireless two-way communication system. This system is empowering customers to become better-informed managers of their electricity use through new tools, programs, and services that will help them save energy, money, and the environment.

The new meters are smart because they can communicate—not only with the customer about their electricity usage and pricing signals, but also with the utility to indicate if there are fluctuations in power. They can even accurately pinpoint an outage. For a utility such as SCE, smart meters are generating a wealth of new information that is fundamentally changing the way we interact with our customers. Our information management strategy for Smart Grid starts with an investment in data governance practices and a data warehouse to ensure timely and accurate information is made accessible to our customers.

Tom Walker

Edison SmartConnect, Director of Business Integration Southern California Edison

Selling Information Governance to the Business:

Best Practices by Industry and Job Function

Sunil Soares

First Edition

First Printing—October 2011

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Dedicated to

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for their support and dedication

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ACKNOWLEDGMENTS

Ensuring the appropriate treatment for a complex topic such as information required participation from a number of thought leaders both inside and outside IBM. The creation of this book was a team effort, and I want to thank a number of individuals:

Bob Keseley, for providing me with the inspiration to write this book

Arvind Krishna, Neil Isford, Alyse Passarelli, Inhi Cho Suh, Mike Schroeck, Tony Giordano, and Brett Gow, for their sponsorship of information governance as a critical initiative at IBM

Eric Naiburg, Brian Roosevelt, Steve Tallant, and Stephan Zoder from IBM, for their contributions to various chapters of this book

Helena Soares, for her terrific edits to the manuscript

Finally, I want to thank Will Reilly, Jan Shauer, and Susan Visser from IBM, and Katie Tipton from MC Press, for their advice and insight during the authorship of this book.

ABOUT THE AUTHOR

Sunil Soares is the director of information governance within IBM Software Group. Sunil has worked with hundreds of clients across multiple industries, including banking, insurance, life sciences, retail, telecommunications, media and entertainment, energy and utilities, manufacturing, healthcare, and government. Sunil helps clients establish information governance programs that align IT and the business around common business objectives.

Sunil’s first book, The IBM Data Governance Unified Process (MC Press, 2010), detailed the 14 steps and almost 100 sub-steps to implement an information governance program. The book is already in its second printing and has been translated into Chinese.

Sunil has held various sales and marketing roles within IBM Software. Prior to his current role, Sunil was the director of worldwide channels and alliances for InfoSphere within IBM Software Group, where he worked with a number of partners around their information governance practices.

Prior to joining IBM, Sunil worked in the financial services strategy consulting practice of Booz Allen & Hamilton in New York.

Sunil lives in New Jersey and holds an MBA in finance and marketing from the University of Chicago Booth School of Business.

FOREWORD

by Michael Schroeck

Within all major industries—including banking, healthcare, energy, telecommunications, insurance, manufacturing, and government—organizations from around the world are beginning to understand the importance and tremendous value associated with ensuring the accuracy, consistency, and timeliness of their information.

To this end, companies are gaining a better appreciation for information governance and the need to adopt sound governance principles across the enterprise. However, very few companies have effectively aligned their information governance programs with the business functions that use this information.

To address this gap, this book does an excellent job of documenting real-world examples, for every major industry, of how companies are leveraging information governance to deliver significant business value to information consumers throughout the enterprise.

So, whether it’s sales and marketing, finance, operations, risk management, supply chain, legal/compliance, or other functions, this book outlines specific use cases and examples of improved performance through the implementation of information governance.

In summary, this book is a must read for IT and business professionals alike who are interested in learning about information governance and how to help their organization gain a true competitive advantage by improving the quality and accessibility of their information assets.

Michael Schroeck

Partner and Global Leader, Business Analytics and Optimization, Information Management Foundation IBM Global Business Services

FOREWORD

by Bob Keseley

In today’s interconnected world, businesses more than ever are trying to harness, analyze, and exploit an unprecedented amount of data to derive new insights and improve business results. The shift from business process automation to optimization is now the battlefield for creating competitive advantage, crossing every industry and primary business function.

For businesses to achieve optimization, they must first recognize information is a critical asset, much like operating capital. The information-based opportunities within their organization must be clearly understood and prioritized. An operational execution plan must be agreed to by both the business and IT, and executed step-by-step in order to drive results. However, to sustain momentum, you need effective information governance.

The lack of information governance is widespread, and it is one of the primary inhibitors limiting greater business results. The business lacks the proper stewardship of critical information, and IT has difficulty clarifying the gap in business terms to gain business agreement and sponsorship. The missing catalyst in many cases is the contextual details and examples related to the specific industry and function that needs to be addressed.

This book is the needed playbook to help close on the last mile. It is an accumulation of many best practical experiences that have developed through client workshops over the past two years. The approach and examples are practical, not theoretical, and provide invaluable industry and functional case studies that bring IT and business leaders together.

Seeing the information governance issue is the first step. I would recommend this book to both IT and business leaders who are on point to provide the bridge that helps their organizations sustain business results through information-based business optimization.

Bob Keseley

Global Vice President, Information Agenda IBM Software Group

FOREWORD

by Neil Isford

Better leveraging information to gain greater insight has become a key mandate for organizations across all industries and regions. This can help sales and marketing generate more revenue, assist IT and finance to reduce risk, and support the entire company in lowering costs and improving margins. Success depends on establishing strong information governance practices so that structured and unstructured data can be effectively managed and optimized.

However, the people who understand the value of information governance are challenged to convince others to make the significant changes required. Sunil’s book addresses this issue perfectly. By outlining best practices by industry and job function, it will help you sell the value of information governance. In addition, the cross-industry best practice and software tools sections provide great tips on how to effectively implement information governance. Whether you are an experienced data steward, or new to the topic of information governance, this can be an outstanding reference guide for those committed to making their organization more competitive.

Neil Isford

Vice President, Business Analytics and Optimization IBM North America

FOREWORD

by David W. Bailey

Having spent a significant part of the last two and a half years deeply entrenched in the implementation of a master data management (MDM) initiative and associated data governance practice, I would strongly encourage anyone heading down the MDM path to read this book. There are a multitude of white papers and studies published around the topic of data governance, but in my experience, many tend toward the broader concepts of governance, and readers must often make their own interpretations as to applicability to their particular industries. My own work is targeted to the financial services industry. Gaining a better understanding of the best practices associated with the financial services industry was very helpful, but I also found it beneficial to understand better the best practices outside financial services. I found this information enlightening, and in many cases relevant to my own work. Understanding the broad concepts Sunil outlines under cross-industry best practices are crucial elements in assembling the business case around implementing MDM and securing executive sponsorship. He has done an excellent job in keying in on the fundamentals of metrics, organization models, metadata, and maturity.

The redefinition of the term data governance to the broader term of information governance is spot-on, based on my own experiences. Pure data governance is far too limiting. I believe that early efforts to gain acceptance within the organization for an MDM program were initially inhibited by a limited focus on pure governance, versus the more holistic view of information, which includes governance. The end game really is all about using the information and getting the fundamentals right, but the translation of how governance leads to that end state is what will help close the sale.

I am fortunate to have had the opportunity to directly engage with Sunil and benefit from his wealth of experience and passion around the topic of governance. He really has a unique way of presenting the core concepts associated with the governance in a simple and practical manner, and helps those he works with make the leap fairly quickly to business value. His first book taught us the core fundamentals, and should also be considered required reading and foundational to anyone considering a significant data and corresponding governance initiative.

David W. Bailey

Director of Enterprise Product Management Northern Trust

FOREWORD

by Komalin Chetty

Congratulations to the IBM Corporation on achieving its centennial year of being in business. IBM has continuously reinvented itself over the years in order to ensure its relevance, and value add, to businesses across the globe.

The current partnering with the clientele model is yet another innovative milestone in IBM’s rich history, and it demonstrates that it is a caring organization. This model clearly highlights IBM’s willingness to share the risk as it treads new ground with its partners in delivering innovative business solutions. In the data/information governance space, this culture is amply demonstrated as IBM shares its vast store of intellectual capacity with its partners. This wealth of knowledge has been accumulated by dedicated professionals like Sunil Soares, who epitomizes the IBM culture. Sunil willingly partners with his clientele as they embark on the journey toward implementing data/information governance. He shares and applies his expertise in the interests of his clients, like Telkom South Africa, and goes about his role as diligently as if he were part of the organization. Sunil’s confidence and know-how is derived from his many years of experience in the data/information governance space.

In this fast-paced world of delivering business solutions with agility, organizations across the globe want to leverage existing bodies of knowledge, rather than developing them from scratch. Sunil’s well-crafted book serves to make an invaluable body of knowledge available to organizations that are grappling with the how of implementing data/information governance, in order to achieve business value. During the course of our governance journey at Telkom South Africa, we have often sought this level of expertise and detail to benchmark our program against. Had we been armed with this intellectual gem from day one, our journey would certainly have been less hazardous and more comfortable. How fortunate other organizations are to have this handbook readily available now, to guide and direct them as the beacon of light from the IBM lighthouse, as they chart new waters.

Sunil has been diligent in describing the route to follow to the major industry players (telecoms, government, insurance, healthcare, etc.) along their respective journeys. The recipe for success has been written; all you need do is follow it. Sunil, congratulations on this book, which amplifies your reputation as a true professional. You are indeed an excellent ambassador for IBM.

Komalin Chetty

Head, Data Governance Office Telkom South Africa

FOREWORD

by Paul L. Ranaldo

Sunil recently facilitated a data governance workshop for us that brought senior business and IT managers together for a hands-on discussion of how information governance could address our critical business objectives, providing faster time to market and adding value to the reporting we provide to our clients. The workshop produced an assessment of our current state and practical recommendations for moving forward in the near and long term.

This book, Sunil’s second on the subject, is full of best practices and real-life case studies that help no matter where you are in your data governance journey. The book’s organization—best practices by industry and by job function—makes it easy to digest and relate specific sections to your situation.

Paul L. Ranaldo

Senior Vice President, Master Data Management/Data Governance Brown Brothers Harriman

FOREWORD

by Aaron Zornes

For the past several years, I’ve observed Sunil and his IBM teams deliver data governance advice to start-up program offices, maturity assessments, and business value assessments. I’ve also participated in mutual client discussions about their evolving data governance strategies. While most consultancies have focused on the IT metrics of such programs, Sunil and his team have also focused on the business metrics. Such business asset orientation is much needed.

This latest book is an in-depth primer that provides solid business case overviews with sufficient detail on most major vertical industries that are applying master data management (MDM) as business strategies. It also includes rich insights into corporate horizontal functions that are benefiting from the joint application of data governance and MDM. Moreover, there are much-needed sections on master reference data (key business reference terms), as well as best practices by (horizontal) job function.

Data governance of master data will remain problematic through the coming years, as most vendor-marketed solutions lack systemic rigor and E2E lifecycle support. Even more desirable is proactive integrated governance (rather than passive), wherein a business asset-focused methodology is applied, rather than the mismatch of applying a project-oriented methodology. In this book, Sunil provides such practice-based reference models for business drivers affecting key industries from senior practitioners within IBM’s Business Analytics and Optimization/Global Business Services global organizations.

At our MDM & Data Governance Summit conference series (3,000 attendees annually), we have several speakers from large enterprises who have worked with Sunil and his team, and who have directly applied the methods and means documented in this book.

Go governance, go early!

Aaron Zornes

Chief Research Officer, The MDM Institute Conference Chairman, The MDM & Data Governance Summit Global Conferences Series (London, Mumbai, New York, San Francisco, Shanghai, Singapore, Sydney, Tokyo, and Toronto)

FOREWORD

by Jay Yusko

One would think that companies in which information is the basis of the products they sell would have fantastic information governance programs, with stewards for all their data. However, most do not. The reason for this is that it is very difficult to sell the concept to the business, since it is not obvious what it would bring to the bottom line. The first question asked is Where is the return on my investment?

Putting all the information together to assure management that an information governance program is necessary, and that there is a return on their investment, is a very difficult task. Where would you even begin? Sunil Soares has pulled together information from many disparate sources in this book. Using case studies of various major industries, this book provides all the concepts and best practices needed to sell the business on a successful information governance program.

If you are in one of the covered industries in Part 1, you have all you need to sell an information governance program to the business. Even if you are not in one of the covered industries, the book supplies all the pieces needed to develop your own information governance program and sell it to the business.

While the Consumer Packaged Goods (CPG) industry is not covered specifically for dealing with the quality of CPG product information for all retailers and manufacturers, the concepts needed to develop a solid information governance program for this type of industry and sell it to management are covered in the book. The following chapters are especially useful:

Chapter 20, Product Management

Chapter 21, Roles and Responsibilities

Chapter 22, Metrics

Chapter 23, Metadata

Chapter 24, The Maturity Assessment

Chapter 26, Information-Centric Applications and Information Governance Software Tools

Sunil has structured this book in a way that allows almost any industry to pull together the pieces needed to sell information governance to the business. It is a must read for all industries.

Jay Yusko, Ph.D.

VP Technology Research SymphonyIRI Group, Chicago, Illinois, USA

FOREWORD

by Banu Ekiz

Selling information governance to the business is very difficult. If business people do not understand the benefits of information governance, they will surely neither work for nor support it. As is clearly stated in this book, IT is largely the custodian of the data. This creates a perception that IT is also the owner of the data, and most data-related decisions are left to IT. However, IT excels in technology, and the business users should make the real decisions surrounding the data. This can only be achieved by selling information governance to the business, which is hard, but the answer is in this book.

We had the opportunity to work with Sunil Soares. He has great knowledge and experience around information governance. The more important thing is that he has the gift of being able to share that information by giving very good examples and making the subject an easy topic to work with. In this book, there are great ideas and examples to sell information governance to the business across many industries. The book covers many sectors, such as banking, telecommunications, and retail. One can also find industry-specific organizations to establish the information governance council.

Generally, when you read information governance books or articles about the finance sector, you find mainly examples about customer data quality, especially around customer addresses. Sunil goes beyond this, giving many other examples in areas such as risk management, dynamic pricing, and anti-money laundering. These examples offer a great approach to get buy-in from the line of business executives.

Business executives are always interested in metrics and the outcomes of a project. The chapter on metrics and scorecards exceeds expectations, and one can simply create metrics for one’s specific information governance program by using the metrics in the book.

I also really liked the chapter on the information governance maturity assessment. With the questions in it, you can actually establish the maturity level for your organization. You can always repeat that questionnaire at regular intervals, to track the improvement in the maturity over time. Actually, it can be another metric in the success factors of the information governance program.

This has been the best book among the ones that I have read about data and information governance.

Banu Ekiz

Vice President, Business Intelligence IBM Information Champion Akbank Information Technologies, Turkey

FOREWORD

by Inderpal S. Bhandari

Data is the lifeblood of the modern enterprise. As such, it must be both nurtured and protected. That, in a nutshell, is the role that information governance must play. In most enterprises today, information governance is in its infancy. It is not a mature area. The prevalent view in such organizations is that data is not so much an asset to be protected, but instead is a by-product of the business that must be disposed of with as little effort as is possible. Therein lies the principal challenge that information governance must address. Information governance must change that reigning culture. Every employee, be it the security guard or the CEO of the company, must understand that data is a corporate asset and treat it as such.

Changing the culture of a large enterprise is a very difficult task, but it is not insurmountable. In fact, it is eminently doable if one is successful at initiating a grassroots movement within the rank-and-file of the organization and at eliciting, winning, and maintaining sponsorship at the highest levels of the organization. Sunil’s second book provides the materials necessary to be able to do this. Specifically, it contains very useful case studies and tools that a dedicated practitioner can use to frame the messages necessary to fuel the aforementioned grass-roots movement and to win executive sponsorship.

It also enables one to tailor the message by industry. Changing the culture at a financial organization will require a different approach than at a healthcare organization. Sunil addresses this diversity by covering several fields and presenting key aspects that are important for each. For example, in the context of healthcare, Sunil notes that data inadequacies could turn into life-and-death issues if they are not addressed. Patients’ lives could actually be put at risk if certain medical facts about them were inadequately captured or covered. Clearly, case studies that convey this risk will impart a compelling message to both rank-and-file employees and executives at a healthcare organization, and help them appreciate why they must support an information governance initiative to reduce that risk.

For these reasons, I believe Sunil’s book is a must read for anyone who is serious about making data an organizational asset. You need to first recruit a passionate champion of information governance. Then, place this book in his or her hands to make easier the job of bringing change to your organization.

Inderpal S. Bhandari, Ph.D.

Chief Data Officer Medco Health Solutions

TABLE OF CONTENTS

Forewords

Table of Case Studies

Preface

Chapter 1: Introduction to Information Governance

PART 1 - BEST PRACTICES BY INDUSTRY

Chapter 2: Banking and Financial Markets

1. Enhance the Quality of Data to Support Customer-Centricity in Retail Banking

2. Increase the Reliability of Customer Data in Corporate Banking

3. Provide a Total Customer View Based on a Single Identifier and Consistent Hierarchies

4. Improve the Trustworthiness of Risk Management Information

5. Establish Consistent Product Hierarchies to Support Marketing, Product Management, and Finance

6. Lower the Cost-to-Income Ratio Based on Improved Information Governance

7. Ensure Compliance with Regulations Based on Better Information

8. Establish an Information Governance Organization Aligning IT and the Business

Summary

Chapter 3: Insurance

1. Improve the Quality of Critical Data Elements for a Customer-Centric Approach to the Business

2. Enhance the Quality of Agent Data

3. Improve the Quality of Data for Actuarial Decisions

4. Increase the Trustworthiness of Data for Claims Adjudication

5. Improve the Reliability of Data for Policy Administration

6. Ensure Compliance with Capital Adequacy Regulations Such as Solvency II

7. Establish an Information Governance Organization to Align IT and Business Interests

Summary

Chapter 4: Healthcare

1. Improve the Quality of Critical Data Elements to Support a 360-Degree View of the Member

2. Enhance the Reliability of Data to Support a 360-Degree View of the Provider

3. Establish an Enterprise Master Patient Index for Healthcare Providers

4. Guard Against Unauthorized Access to Protected Health Information

5. Support the Transition from ICD-9 to ICD-10

6. Ensure a Consistent Set of Business Definitions, Clinical Terminology, and Metadata

7. Facilitate the Seamless Exchange of Patient Data to Support HIEs

8. Govern the Use of Assets Within Healthcare Providers

9. Develop a 360-Degree View of the Producer for Healthcare Payers

10. Establish an Information Governance Organization Aligning IT and the Business for Payers

11. Establish an Information Governance Organization Aligning IT and the Business for Providers

Summary

Chapter 5: Manufacturing

1. Facilitate Customer-Centricity Initiatives by Improving Partner and Customer Information

2. Support Product Management, Supply Chain, and Manufacturing by Enhancing Data Quality

3. Improve Compliance with Regulations Based on Better Information

4. Reduce Maintenance, Repair, and Operations Costs by Standardizing Asset Nomenclature

5. Establish an Information Governance Organization

Summary

Chapter 6: Retail

1. Optimize Marketing Spend by Establishing a Single View of the Customer

2. Improve the Accuracy of Product Data to Support Cross-Channel Merchandising

3. Enhance the Reliability of Vendor Information

4. Safeguard Sensitive Information

5. Improve the Quality of Information Regarding Store Location

6. Establish an Information Governance Organization

Summary

Chapter 7: Travel and Transportation

1. Obtain Executive Sponsorship and Identify Critical Stakeholders to Establish a Single View of the Passenger, Traveler, and Guest

2. Identify Stakeholders and Establish the Business Case for a Single View of Business Customers

3. Protect Sensitive Passenger, Traveler, and Guest Data

4. Improve the Reliability of Data for Operations

5. Improve the Trustworthiness of Data for Revenue Management

6. Define a Common Hierarchy for Inventory and Consumables.

7. Improve the Quality of Location Data

8. Standardize Asset Data Across the Enterprise to Support Core Maintenance and Operations

9. Improve the Quality of Employee Data

10. Establish an Information Governance Organization

Summary

Chapter 8: Government

1. Cross-Agency: Ensure the Security and Privacy of Sensitive Data

2. Cross-Agency: Reduce Costs Through Application Consolidation, Retirement, and Data Archiving

3. Cross-Agency: Drive Consistency of Data Definitions

4. Cross-Agency: Establish an Information Governance Organization

5. HHS: Prevent Waste, Fraud, and Abuse

6. HHS: Improve the Quality of Data to Support Citizen-Centric Initiatives

7. HHS: Establish an Enterprise Master Patient Index and Support HIEs

8. Security: Link Fragmented Data Across Silos to Establish Relationships Between Entities

9. Defense: Facilitate a Consistent View of Active-Duty Personnel Across Silos

10. Defense: Enhance Veterans’ Quality of Life by Improving Data Quality and Establishing a Common Identifier Across Silos

11. Defense: Reduce the Cost of Managing Assets via Consistent Governance and Naming Conventions

12. Education: Establish a Single View of the Student to Monitor and Improve Education Quality

13. Education: Establish an Information Governance Organization to Improve the Reliability of College Data

Summary

Chapter 9: Oil and Gas

1. Improve the Quality of Underground Data Throughout the Lifecycle

2. Standardize Equipment Data and Ensure Common Nomenclature for Assets, Equipment, and Parts

3. Govern the Accounting of Energy Reserves

4. Govern the Process of Hydrocarbon Accounting

5. Govern Vendor Data

6. Govern Product, Customer, and Asset Data for Downstream Operations

7. Improve the Quality of Data for Health, Safety, and Environment Purposes

8. Improve Compliance with Regulatory Requirements

9. Establish an Information Governance Organization

Summary

Chapter 10: Telecommunications

1. Improve the Overall Customer Experience by Establishing a Single View of the Customer

2. Support Product Standardization Initiatives Across the Enterprise

3. Enhance Performance Management, Capacity Planning, and Location-Based Services by Increasing Data Reliability

4. Reduce Costs Through More Efficient Management of Information

5. Support Revenue Assurance Initiatives by Improving Data Quality

6. Secure Access to Sensitive Data

7. Establish an Information Governance Organization

Summary

Chapter 11: Utilities

1. Establish Policies to Leverage, Optimize, and Secure the Data from Smart Meters

2. Improve Asset Data Relating to Attributes Such as Location, Condition, and Geospatial Information

3. Reduce Mailing Costs by Improving the Quality of Customer Billing Addresses

4. Improve the Efficiency of Crew Management and Scheduling Through More Trusted Data

5. Enhance the Trustworthiness of Information to Support Regulatory Compliance

6. Establish an Information Governance Council

Summary

PART 2 - BEST PRACTICES BY JOB FUNCTION

Chapter 12: Sales and Marketing

1. Improve Market Segmentation with Better-Quality Customer Data

2. Establish a Customer Integration Department to Develop a Single View of the Customer

3. Leverage High-Quality Data Sets to Improve the Effectiveness of Marketing Campaigns

4. Manage Customer Duplicates and Householding to Reduce Marketing Spend

5. Observe Copyright and Privacy Restrictions while Harnessing Social Media to Gain Consumer Insight

6. Improve Sales Productivity Based on the Availability of Clean Customer Data

Summary

Chapter 13: Finance

1. Support the Controller with a Consistent Chart of Accounts

2. Enhance the Accuracy of Information for Regulatory Compliance

3. Improve the Trustworthiness of Information for Budgeting and Planning

4. Increase the Quality of Information for Risk Management

5. Support Purchasing with Better Quality Information about Vendors

Summary

Chapter 14: Information Technology Operations

1. Engage with the VP of Applications to Retire Legacy Applications but Retain Access to Underlying Data

2. Work with the VP of Applications to Reduce Storage Costs Through an Archiving Strategy

3. Ensure Trusted Data when Consolidating Applications, Data Warehouses, Data Marts, and Data Stores

4. Support the VP of Testing by Automating the Creation of Test Data Sets

5. Work with the Enterprise Architecture Team to Enforce Consistent Information Architecture Standards

Summary

Chapter 15: Information Security and Privacy

1. Understand the Business and Regulatory Drivers for Information-Centric Security and Privacy

2. Ensure Participation by the Appropriate Security and Privacy Stakeholders in Information Governance

3. Discover Sensitive Data; You Cannot Protect What You Do Not Know Exists

4. Encrypt Sensitive Data-at-Rest and Data-in-Motion

5. Implement Database Monitoring to Monitor Unauthorized Access by Privileged Users

6. Implement Database Monitoring to Prevent Cyber-Attacks, Including SQL Injection Attempts

7. Protect Sensitive Data Within Unstructured Content on File Systems and Content Management Platforms

8. Monitor Applications for Fraud

9. Protect Sensitive Data Within Non-Production Environments

10. Implement a Sound DLP Strategy as the Last Line of Digital Defense

11. Maintain Identity- and Access-Based Authentication, Authorization, and Audit Facilities

12. Implement Security Information and Event Management

13. Implement Intrusion Detection

Summary

Chapter 16: Human Resources

1. Ensure Sound Information Governance Around Employee Type

2. Update Job Classification Codes on a Timely Basis as a Critical Input for Workforce Analytics

3. Improve the Quality of Employee Location Data

4. Safeguard the Security and Privacy of Employee Information

5. Establish Policies for the Use of Social Media Analytics Related to Employees and Job Candidates

6. Improve the Reliability of Effective Dates for HR Transactions

Summary

Chapter 17: Legal and Compliance

1. Define Clear Objectives for the Information Lifecycle Governance Program

2. Treat Legal Holds as an Enterprise Process Rather than a Legal Department Task

3. Conduct a Maturity Assessment against Key Information Lifecycle Governance Processes

4. Support the Records Management Department with a Sound Records Management Strategy

5. Support Compliance with Industry- and Country-Specific Regulations

6. Support Compliance and Legal with Information Governance over Internal Audit Management

Summary

Chapter 18: Operations

1. Standardize Nomenclature and Improve the Quality of Asset Data to Reduce Expenditure and Costs

2. Improve the Quality of Data for Crew Scheduling

3. Enhance the Privacy of Sensitive Customer Data Within Customer Service Environments

4. Improve Operational Efficiencies with Better Customer Data

Summary

Chapter 19: Supply Chain

1. Improve the Reliability of Information for Sales and Operations Planning

2. Enhance the Trustworthiness of Materials Information to Improve Throughput and Performance

3. Govern Vendor Information to Support Pricing Negotiations, Contract Renewals, and Scorecarding

4. Improve the Quality of Information to Support Eco-sustainability Challenges

Summary

Chapter 20: Product Management

1. Speed Up New Product Introductions Based on Standardized Workflows in the PIM Solution

2. Increase Productivity, Enhance Sales, and Reduce Out-of-Stocks Based on Better Product Information

3. Facilitate Country-Specific Localization and Micro-Merchandising with a PIM Solution

4. Standardize Product Data and Hierarchies to Support Consistent Reporting and Analytics

5. Establish Rules of Visibility to Sensitive Product Information, Based on User Roles

6. Improve the Quality of Product Data to Support Regulatory Compliance

7. Improve the Quality of Product Data to Enhance the Customer Experience

8. Create Workflows to Automate the Approval of Product Business Rules

Summary

PART 3 – CROSS-INDUSTRY BEST PRACTICES AND TOOLS

Chapter 21: Roles and Responsibilities

1. Establish a Multi-Tier Structure for Information Governance

2. Formalize the Charter for the Information Governance Program

3. Configure Data Stewardship by IT System, Organization, Master Data Entity, or a Combination

4. Appoint a Chief Data Officer to Manage the Trustworthiness of Information, Enterprise-Wide

5. Leverage Job Descriptions for Key Information Governance Roles

6. Establish Business Intelligence Competency Centers

Summary

Chapter 22: Metrics

1. Work with Business Stakeholders to Identify Critical Data Elements for Information Governance

2. Develop a Scorecard to Monitor the Information Governance Metrics

3. Appoint Data Stewards Accountable to the Information Governance Council for Improving Metrics Over Time

4. Regularly Refresh the Information Governance Scorecard Based on Progress and Business Needs

Summary

Chapter 23: Metadata

Business Metadata

1. When Scoping the Business Glossary, Start Small

2. Jumpstarting the Business Glossary with an Existing Set of Terms Is Preferable to Starting from Scratch

3. Manage the Lifecycle