managing information in the digital age
TRANSCRIPT
© InfoSight Partners, 2016, All Rights Reserved
A new Information Approach for the Digital Economy Welcome to the Exponential Age
Exponential Age
Do you know which information yields the
highest value?
The Exponential Age is the Fourth Industrial Revolution
Mark AlbalaPresident, InfoSight Partners
© InfoSight Partners, 2016, All Rights Reserved
Exponential AgeIn the Fourth Industrial
Revolution, Information is the enabler
Information is the key to success in the exponential age
We are in the midst of what is called the fourth industrial revolution Information is the great enabler, but few manage it as an enabler
Each phase of the Industrial Revolution builds on its predecessor
Enabler1st Machinery2nd Mass Automation (Electricity)3rd Computer Aided Automation4th Systematized Process (Information)
INDEXThe Exponential Age is the Fourth Industrial Revolution
The purpose of this material is to derive a roadmap to managing information as an organizational asset
Processes change more regularly when information is reconfigured rather than machinery requiring reconfiguration
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Time is a Major Factor Information Assets
Because it takes less time to repurpose information, disruption will be more commonplace in the fourth industrial revolution
Companies that thrive in the fourth industrial revolution will manage information as an organizational asset
Those who Flourish in the Fourth Industrial Revolution Wield Information
In the Fourth Industrial Revolution, information used in business the right business processes is worth more, understanding which ones is key and is one of the major roles of the Chief Data Officer
INDEX
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Strategy
Organize
Orchestrate
Measure
Govern
The strategic approach and business case for managing information as an asset for the organization
How to measure the value of information assets
The required shift in leadership roles required to manage information assets differently
The new focus of information governance
The formulation of a required highly predictable and repeatable valuation process
Introduction An Introduction and welcome to the Exponential Age
Journey The roadmap to migrate to this new approach specifically devised for the exponential age
Index
Click to navigate to the sections
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Leader in the 3rd Generation
An example of a leading disruption
Disruptions in flight
More examples
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.
There is a Chinese blessing and curse: May you live in interesting times. Welcome to some interesting times.
Welcome to the Exponential AgeIntroduction
INDEX
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We are in the midst of a major shift
The four phases of the Industrial Revolution (each phase is 50 – 100 years)
First1760 - 1850
Second1870 - 1930
Third 1940 - 2005
Fourth2010 – 2060 (?)
Railroads
Steam Engine
Mechanical production
Electricity
Assembly Line
Mass Production
Computing & Internet
Semiconductors
Computing Aided Processes
Mobile
Internet of Things
Systemic Intelligence
Source: The Fourth Industrial Revolution, World Economic Forum, 2016
Each phase of the industrial revolution was met with a high degree of disruptions. We are in the midst of a highly disruptive period. The first phase was mechanical, where those who were able to wield mechanics flourished.The second phase was electronic, where those who could make their processes repeatable flourished.The third phase was computing, where those who could wield computing technology flourished.The fourth phase wields information, where those who could wield information in their value propositions are flourishing.
OU
TPHASING O
F SLAVERY
DEPRESSION
2008 MELTDO
WN
Major Economic Disruptions
COLO
NIALISM
Mechanical Electricity Computing Information
INDEX
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ACTIVE INTERNET USERS
TOTAL PO PULATION
ACTIVE SOCIAL MEDIA USERS
UNIQUE MOBILE USERS
ACTIVE MOBILE SOCIAL USERS
GLOBAL DIGITAL STATSHOTTHE NUMBER OF PEOPLE USING DIGITAL, SOCIAL & MOBILE MEDIA AROUND THE WORLD
Source: see We Are Social’s Digital in APAC 2016 report: bit.ly/DSMAP16
SEP 2016 7.44
8BILLION
3.630
BILLION49%
2.671
BILLION36%
4.779
BILLION64%
2.438
BILLION33%+1% +14% +21% +28% +27%
INDEX
GrowthRate(YOY)
Penetration
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The Disruptions Have Started Companies which live in the digital ecosphere were first; their product is information (e.g., Google, Facebook, Amazon, Adobe, etc.)Postal DisruptionPostal Services have been disrupted by email, which is being disrupted by instant messaging and Social Media
Publishing DisruptionThe publishing industry has gone from a paper model to an electronic one, effecting postal services
Entertainment DisruptionThe traditional model of a few advertising avenues has mushroomed, thereby driving advertising revenues lower. Netflix, Hulu and others are disrupting this model even further
This level of Interruption is not an outlier
Uber, the taxi company owns no taxis. AirBnB owns no hotels.What they own is information.
INDEX
“We’re seeing brick-and-mortar retailers meld with the digital as more locations offer in-store pick-up for online orders, while on the other side, virtual-only services, such as Birchbox, open physical stores” Trends, 2015
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A rapidly changing business environment
Manage Information
Assets Differently
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
Manage Information
Assets Differently
Manage Information
Assets Differently
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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
Organization Aligned to sources to optimize drill back to source data
Aligned to business processes that consume the information
Governance Resolve definitional conflict, prioritize reference data & metadata initiatives
Eradicate resistance to using information in business processes
Clutter Improve the analysis capabilities to be able to find identified patterns
Eradicate clutter through a number of techniques
Context Provide 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
INDEX
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Internally Sourced Data, storage organized
Internally Sourced Data, usage organized Market Sourced Data, usage organized
Market Sourced Data, storage organizedInformation 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 DriversData Scientist driven integration
Data Lineage
Information Usage Resistance
Typical DriversData Quality
MDM
Data Lineage
Typical DriversInformation to Business Model Alignment
Information Gap Remediation
Information Usage Resistance
Typical DriversSocial 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 Management
Target Quadrant
Typical IT Driven Quadrant
Typical CAO Driven Q
uadrant
Typically Late to Disruptions
Thrives in disruption, but not stable markets
Opportunistic Q
uadrantINDEX
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Measure the potentially consumed and actually consumed information by usage scenario (marginally aligned, BAU, NON-BAU, disruptive)
Switch the focus of the technology organization from managing data sources to managing consumable information products
Change governance intents from improving sourced data to eradicating resistance to consuming data in business processes
Ensure information made available to business process is prepared in a way that is orchestrated through controls that are repeatable
Meter the consumption of information by business process using a managed repeatable process
Organize to manage information assets consumed by process, not as sourced data
The New Strategic Intents of Information Management
Manage
Meter
Orchestrate
Govern
Engineer
Measure
INDEX
STRATEGY:Manage information as an intangible, non-depleting (but expiring) asset of the organization aligned to the organization’s current value propositions
Strategy
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Process
InformationA non-expiring
asset consumed in business processes
Methods
Prepared byInventory Machinery
Strat
Influenced ByNot all use of information is
equal
Realized
Realized byInformation not measured has limited value
When is it Information?
Information is a non-expiring asset of an organization that only obtains value when it is consumed in business processes associated with a value proposition.
Machinery is applied to convert data into information. The machinery must be able to prepare information faster than the business process cycle time.
Information is worth more when it influences realization of large amounts of value. This realization is stratified by the use class of information.
The value attributable to information must be measured or achieved value will be applied elsewhere
Information is constructed from data; machinery is used to align information with processes orchestrated by a business model that produces value for the organization
Value
Value AppliedInformation
receives a % of the value of
business models
While information value is measurable, there are too many soft measures in measurement. Rather, an approach similar to royalties will be applied.
INDEX
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Information InventoryThe finished goods inventory which is managed similarly to other non-depletable intangible assets of the organization. In a perfect world, all impediments, such as information trustworthiness, are removed from information in the WIP processes.
Work in Process InventoryThe interim state which is processed by the machinery which prepares data for tight alignment with processes specifically devised to deliver organizational value per the value propositions of business models.
Data InventoryThe corporate knowledge, heard inferences, learned inferences and innovations not yet aligned with business processes. The raw materials of data must continually be managed in WIP processes to ensure alignment with business processes as they are transformed into consumable information.
Exactly what are information assets?Data is the raw material asset which is constructed into information
Information is the finished goods inventory which is consumable by business processes
Value of the Information Assets
INFORMATION INVENTORY
WIPINVENTORY
DATA INVENTORY
INDEX
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The platforms adopted by your stakeholders will be complexBelow is a list of technologies available to one of the functions, marketing, each having its own underlying data requirements
INDEX
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CHANGE
VISION
CLUTTER
MAPPING
Because business process changes more rapidly, the mapping of information will similarly change. This will require information models to be highly fluid.
Algorithms to serve as early warnings using information created outside the organization will serve as triggers to action
Information no longer mapped is clutter and will be either archived or de-emphasized
Information is mapped to business processes as part of a CDO blueprint. This blueprint is foundational.
THE NEW ORDERMapping to process, not information source
In order to participate in the digital age, information must align to business processes, not data sources
INDEX
Bringing the information house in order will necessitate major changes to the way information is managed, it is not simply a document that maps source to use but a more fundamental shift in managing information assets.
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USABILITY
ACTIONABLE ACCESS
CLUTTER FREE
The technology to insulate process actors from the complexities of information must be available at the convenience of process actors
The information must be organized in such a way so that it can be accessed for action without transformation at the convenience of process actors
The information must be clutter free so it and its context can be found without significant effort
Managing Resistance
CONTEXT
Context for the scope, derivation, definition and applicability of information must be available at all times
TRUST
Information published for consumption must be considered de facto trustworthy
INDEX
The governance function should be mandated to identify and eradicate resistance to using information in non-BAU and disruptive scenarios
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Measure
Influence
Accelerate
Optimize
Metrics
• Measure the value of information consistent with the methods used for other organizational assets.
• Positively influence the impact of information as a competitive weapon.
• Accelerate the processes used to deliver information.
• Optimize the value of information (CDO Blueprint, Governance elimination of resistance).
• Publish metrics to drive the new strategy
Managing Information AssetsIn the digital economy, while most organizations believe information is a valuable asset of the organization, few have found a way to measure the value of information
Measure INDEX
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1 2 3Finished Goods Inventory of information is engineered from the CDO blueprint and aligned to a value proposition .
The value propositions of business models are dependent on usage scenarios (BAU, Non-BAU, Disruptive). Information carries the same usage dependency.
A proactive repeatable process which manages the consumption of information assets and records value is required. This generally does not exist today.
4The new strategy will require re-alignment of roles to shift from managing information by source to managing information by use.
Some basic tenets of the new strategy INDEX
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t
FV = PV(r) ∑ t=0
PV(r)+ Tax
Benefit
Revenue
Expenses
CapEx/WC
Taxes
The case for a royalty approach to attributing value to informationInformation is an intangible asset which is allocated a pre-determined % of a value proposition
tFV = PV1(r) ∑
t=0
Expenses
CapEx/WC
Taxes
Revenue
t– PV2(r) ∑
t=0
Revenue
Expenses
CapEx/WC
Taxes
Benefit
PV3(r)+ Tax
While the math is entirely possible, the measurement of the percentage of
value proposition attributable to the information consumed is still going to
be subjective.
A much more defensible approach is to use a royalty type approach to measuring information value.
Innovated ValueNon-Innovated Value
INDEX
Source: Canadian Institute of Chartered Business Valuators
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Producer SplitGovernance, machinery
costs offset
Incremental Value recognized revenue split
Promotion Split CDO, DAM Cost Offset
Production CostsProvisioning + Machinery
DevOps
Operations CostsContinuous realignment of business process with information, operations
associated with algorithms
Promotion CostsProcesses to ensure the
availability of the appropriate fully
contextualized, just-in-time, trustworthy,
actionable information
The Data Asset Manager (DAM) orchestrates the Information Asset Royalty Recognition (IAR) processes
The net value of information assets is the equal to the recognized revenue split (as defined in the IAR processes) less the production and promotion cost offsets
Costs Revenues
People
Process
Gove
rnan
ce
Mac
hine
ry
Registration
Recognition
Recognition of value associated with information
assets
Royalty Approach to Information (Click the center circle for more information)
Production Costs are:• The costs to obtain raw materials
(data), • Standardization instructions (reference
data),• Developed Code used to align
information with processes,• Instructions required to eradicate
resistance• And operational instructions to ensure
that information is available just in time for processes
Production CostsProvisioning + Machinery
DevOpsThe promotion costs are those spent on the publication of a catalog which is used to communicate• What information is available• What has been done to improve the
context, trustworthiness and action-ability of the information
• What has been done to ensure the alignment of process with information
• Communication of the information lineage and proof of it’s accuracy
Promotion CostsProcesses to ensure the
availability of the appropriate fully
contextualized, just-in-time, trustworthy,
actionable information
The operations Costs are related to the operational controls put in place to ensure that information is available for manually and automated processes (models, algorithms) just in time for the execution of the business processes
Operations CostsContinuous realignment of business process with information, operations
associated with algorithms
Production Costs
Promotion Costs
Operations CostsValue
Recognition
Recognizing RevenueProducer Split
Promotion SplitMost organizations do not measure the sharing of value produced by the consumption of information in business processes.
By using a royalty approach to measuring this information, a pre-determined split based on how information was consumed (reports, BAU, non-BAU, disruptive) is applied to compute a value for information used in business processes.
How it’s done
Most organizations would consider themselves delirious if they did not actively manage inventories or receivables.
But that is exactly what they are doing with information. That is because they do not treat information as an asset of the organization.
Just like a person is assigned to manage inventories and receivables, a person is required to manage the information assets of the organization, the Data Asset Manager (DAM)
A repository containing what information is consumable by process is available to the data asset manager.
When information is consumed, it’s use is recorded (new capability), and the Data Asset Manager will use the repository to assign value to the consumption of the data asset.
The data asset manager administrates data, WIP and information inventories.
Click here to continue
INDEX
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The recording of the availability and use of Information Assets is at the heart of the information value recognition process
Potential and actually achieved information value is recorded in the registry
CDO
DAM
DGC
CAO
CRO
CIO
Administering the Royalty Approach to Information
The Information
Asset Registry
ActorsThe people who are accountable,
responsible and participate in a business process
ProcessesThe processes that participate in achieving a business model value
proposition
InformationThe information consumed in a business
process
PotentialThe value that can be achieved when
information is consumed
ActualThe value of information actually achieved by being consumed in
business processes
ResistanceInformation that can be consumed by business processes but for one reason
or another was not consumed
Attributes of the mandatory process:
Administered through a repeatable orchestration layer that ensures uniformity in the value recognition process
Utilizes a central repository shared by all who participate in the information creation and valuation processes
Records the results of the information valuation process so that it can be reviewed by third parties
INDEX
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Business ModelThe Business Model and business model components that encompass the strategies and tactics that create, capture, extend and protect organizational value.
ProcessThe processes that are executed as a means to realize the strategies and tactics of the business model.
InformationThe information consumed in processes used to capture, enhance, expand and protect organizational value.
ResistanceThe items that discourage usage of information in processes, such as information clutter, lack of context, trustworthiness and other factors.
A Model to Map the Value of InformationProcesses consuming information within business models
Ways to Obtain Value
CREATE
CAPTURE
EXTEND
PROTECTThwartRisk
Cross/ Upsell
CaptureOpportunity
Innovate
Business Models represent the intents of the business. They are
executed by business processes of the organization, and each of
those processes source and/or produce information (not data)
The value of information is measured as an enabler of the
processes consuming the information. The information is
an intangible asset which has value by the fact that it was instrumental in making the
outcome of the business process successful.
Value: % split of value propositions which protect, extend, capture or create value
Potential: CDO consumption map Resistance: The forces that make it difficult to use information in business processes.
Strategic: Eradicate resistance to enable use of information when it is worth most, namely in non-BAU and disruptive scenarios.
Accountability: Governance
Metrics: % Potential Value (CDO map) Realized
INDEX
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Mapping the intersection of processes and informationThe potential value of information is registered at the intersection of processes and information.
Through use of benchmarks, interviewing and other methods, an inventory of processes, information and actors (RACI) is constructed.
Key initiatives that will improve the use of information in situations where premium value is achievable are prioritized.
Resistance, or the items which impede the use of information at the most critical times, are identified and prioritized by governance for elimination.
The potential value of information is equal to the consumption points of information in business processes devised to obtain a value proposition.
Business Models and
Associated Processes
Information Assets and Source Data
Actors and Accountabilities
Potential Value (Possible Intersection)
Actual Value (Consumption of Information)
Resistance (impediments to using information at critical times)
Less
Equals
INDEX
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Mapping Information Flows to Business Processes
Each process orchestrated to complete the expected outcomes of the business model either consumes, creates or dispatches information.
Each of those information flows are associated with achieving value to the organization.
A set agreement detailing how value will be associated with the consumption of information is negotiated and the value.
There are information inputs and outputs from each business process. The consumption of these information assets as inputs and outputs of the business process are registered as achieved value of the information assets.
The value of information is the accumulation of information consumed in business processes, either as input, output or process managed information.
Information Input(used for analysis)
Critical Information Input
Process
Information Output
(execution plan)
Process Managed Information
Execution Feedback
CollaborationInformation
Triggering Information (critical info)
Closure Information
Process Managed Information
Information Output
(execution plans)
Information Input(used for analysis)
Critical Information Input
Execution Feedback
Some important notes:
The triggering process is information used to identify when a process should be triggered
In Non-BAU and disruptive scenarios, this triggering information is an early warning system and has exceptionally high value if utilized.
Some important notes
Critical information will be obtained from a variety of sources as deemed necessary to identify what has happened, derive and test hypotheses, and derive and coordinate action plans.
Algorithms and models are vehicles to pre-wire information in a specific way so that it can be consumed quickly.
Some important notes
The ability to collaborate execution plans quickly so that the information is used in a consistent manner is as much a determinant of success as is utilizing the right information.
Algorithms and models force a level of consistency, as long as they are aligned to the process they are integrated into.
Without this integration, they are little more than another reporting source.
Some important notes
An alignment validation is a process which uses the repository of processes and information as its source and validates that the alignment baked into the information and the algorithms and models that automate the consumption of this information still holds true.
If there is a misalignment, then the information machinery is adjusted, the information is recast and any automation is retrofitted.
This process should occur regularly.
Alignment Validation
Collaboration Fit (RACI validation)
Information Output
(execution plans)
Information Input(used for analysis)
INDEX
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The process to record information value
1
The Chief Data Officer (CDO) records the potential value achievable into the Information Value Base based on the Information / Process / Actor Map and the agreed to information value % allocations of value propositions
2
When a process is run, a call to an object is made which records a transaction of when the process was executed and whether information available to the process was retrieved
3
The Data Asset Manager (DAM) uses the information / process / actor map and the usage transactions through an analyzer application (a function of the orchestration process) to determine the appropriate royalties for the period.
The repository is central to the recognition of information consumption
4
The Data Asset Manager (DAM) uses an orchestration process to record information value for the period and computes resistance based on processes executed but information mapped to a process not consumed.
Info / Process MapRoyalty Splits
Potential Information
Value Base
Step 1
OBJ
Step 4Value is assigned
Royalty Analysis Application
Step 3
Analyzer
Process
Step 2Usage of a
information is recorded
Information
INDEX
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The information leaders in the digital economyNew roles for the digital economy
CRO CAO
CIO
DAM
CDO
DGC
Chief Data Officer (CDO)The CDO is accountable for managing and directing the alignment of information and process and is measured by the value achieved through the use of information.
Chief Risk Officer (CRO)The CRO is responsible for identifying and prioritizing the eradication of systemic risks to the organization, which have information centric implications.
Chief Information Officer (CIO)The CIO is the engineer for the machinery that turns data into information and eradicates resistance from the information.
Chief Analytics Officer (CAO)The CAO is accountable for the automated models and algorithms used to achieve information value, which consume information, not data.
Data Governance Council (DGC)The DGC is accountable for eradicating resistance in the overall framework.
Data Asset Manager (DAM)The DAM is accountable for managing the information assets of the organization and recording a revenue split for use of the assets.
OrganizeINDEX
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Some Key Metrics in Information Valuation
WHO WHAT METRICS USED FOR MEASUREMENT
Chief Data Officer Responsible for elevating the potential value of information, forging information valuation splits
Year over Year change in information asset valuation, % of non-actionable information recorded as potential value
Data Asset Manager Maintain the repository used for recording potential information asset valuation
% of processes mapped, % of adjustments made to the information valuation process
Data Governance Council Identify and eradicate impediments to using information in business process
Actual / Potential Information Value
Data Governance Council Identify and foster the repeatability of analytic models and algorithms
% of models and algorithms automated
Chief Information Officer Develop and Maintain the processes that transform data into aligned information with minimal usage resistance
% of Transformations managed by Data Scientists, business professionals
Chief Risk Officer Assess the % of disruptive (require business model innovation) uses of information
% Disruptive Index, by Internal (Fraud, etc.) and External (competitive) Disruption
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INDEX
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In the digital economy, the repository is a central requisite to managing information
The repository houses the
basis of information
value
CDO
I eradicate resistance and foster
repeatability
I define the alignment
I find risks
DGC
CRO
DAMI administer the assets
and the repository
CIO
(Engineer)
INDEX
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Architect how value will be Obtained from the intersection of
Business process and information Devise Information’s value split Value propositionsValidate alignmentIdentify Clutter
Major Organizational Roles INDEX
The Chief Data Officer (CDO)
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Devise models and algorithms
to be consumed by processes Publish a catalog of models and algorithmsEncapsulate repeatable modelsCollaborate with the CDO to
identify new analytics
Major Organizational Roles INDEX
The Chief Analytics Officer (CAO)
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Engineer machinery used to transform data into information Implement the governance
Blueprint to eradicate resistanceEnsure availability of lineageManage metadata,Master data and reference data
Major Organizational Roles INDEX
The Chief Information Officer (CIO)
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Administer the repository used forRecording potential and
achieved Information value Devise means to eradicateUsage resistanceCollaborate information
Valuations with CFOPublish governance Effectiveness statistics
Major Organizational Roles INDEX
The Data Governance Council (DGC)
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Record the potential and achievedvalue of informationManage the raw, in process
and finished goodsinformation inventory Publish the informationvaluation metrics
Major Organizational Roles INDEX
The Data Asset Manager(DAM)
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Identify operational and systemic risksMaintain a list of disruptions,
their sources and their resolution for analysis Prioritize privacy and security
issues and collaborate with the CIOPublish risk metrics
Major Organizational Roles INDEX
The Chief Risk Officer (CRO)
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Business Process
01Business ModelsBusiness Models are collections of business processes which together reap incremental value for the organization.
04GovernanceGovernance is the body accountable to eradicating obstacles that prevent consuming data as part of the business processes.
02InformationInformation is a collection of non-expiring assets aligned to business processes.
03 DataData is the raw material which is transformed into information through governed machinery.
The altered Role of GovernanceGovernance is the body that eliminates obstacles to using information in business processes and improves repeatability in analytic models and algorithms
IT IS IMPORTANT
Just like electricity, resistance is highest when the flow, or need for information, is greatestGovernance’s worth is earned with eliminating obstacles on disruptive and non-BAU situations
The consumption of information by process yields value
Machinery
GovernINDEX
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01
Data Quality Programs
Data Lineage Programs
04Alignment and
Prioritization programs
02
Information Half Life Programs
03Metadata, Reference Data and Master Data Programs
TRUSTWORTHINESSInformation can not be put to work quickly if it is not trustworthy.
ACTIONABLEHaving information trivia, expired information and easily misused information hiding a pathway to what is actionable is a great source of information resistance.
CLUTTERIf what is important is hidden with information clutter, then finding what is important will be an impediment to using information at critical moments.
CONTEXTAn understanding of the context and scope of information is necessary to properly use it at critical moments.
What does eradicating resistance mean?The Information / Process map defines what resistance needs to be addressed
CDO Information / Process Map
Governance’s primary role is prioritizing and sponsoring the efforts to eradicate resistance.
INDEX
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Mapping Resistance as a Prerequisite to Eradicating itThe more critical and time sensitive a business process is, the higher the effects of resistance to the use of information in business processes. It is a primary role of governance to eradicate resistance through well defined programs. In this way, governance directly impacts the value of an organization’s information assets.
Trustworthiness Information is de-facto expected to be validated prior to consumption by business processes.
Clutter More is not better, especially when clutter obfuscates the important information that would make a difference.
Context Providing meaning to the information through metadata and semantics gives the necessary context to use information.
Expiration Information has a half life, and keeping expired information available to analyses compromises trustworthiness, adds to clutter and often leads to inappropriate actions.
Trustworthiness
Clutter
Context
Alignment
Expiration
Alignment The alignment and timing of information to business processes changes regularly as market forces change, not performing the necessary adjustments leads to misalignment.
The cost to fix a data error at the time of entry is $1. The cost to fix it an hour after it’s been entered is $10. And the cost to fix it several months later is $100+.
Trustworthiness Factoid to think about
Stephen Hawking
Clutter Factoid to think about
Trying to drink from a firehose of information has harmful cognitive effects.
Newsweek
Measuring Information Expiration
All information expires, and it’s expiration is based on its quantitative value. The quantitative value decay is called the information half life, which is measured by the following formula:
Qualitative Data Value = ((Data Usefulness) X (Loss to Competitive Advantage) X (Timeliness))
INDEX
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Valued Actual
Information is constructed from heard inferences, learned inferences, the body of enterprise knowledge and innovations
Data transformed by machinery administered by the CIO to align to business processes and eradicate usage resistance
Information (transformed data) cataloged for consumption by business processes
Information that has been consumed (it can be consumed more than once up to the expiration date)
Information whose consumption has been recognized by the Data Asset Manager
The Data Asset Manager (DAM) administrates the inventory of information assets
Actual
Potential
WIP
Data
The Classes of Information Assets managed by the DAMINDEX
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Governance’s ToolkitGovernance eradicates resistance through several programs
Quality
Governance ensures consistent operational quality of data and information
Quality must be encapsulated in a repeatable, measurable process
Clutter
The culling / demotion of expired and once required information.
Meta, Reference & Master Data
The metadata, master data and reference data programs that ensure consistent definition of information
Enlightenment
Governance promotes the use of the information catalog as a vehicle for finding the right information
Context
The context of information available for analysis made available through metadata and other means.
Conflict
Governance ensures the publication of metadata lineage and operational lineage, where available
Lineage
Governance ensures the publication of metadata lineage and operational lineage, where available
It is important for organizations to determine whether they will deliver operational lineage (procedural exceptions)
Security & Privacy
The assurance that information made available is protected from influencing damage through reputation, breach regulatory and other security and privacy concerns.
The effectiveness of governance is measured as actual value achieved / potential value achievable
INDEX
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Valued Actual
If data aligned with its sources is not transformed into information aligned with business processes then it wont be used at the critical moments.
The time available to re-align data into information in lockstep with business process changes is critical to ensure usage of information
Eradicate resistance and enhance re-usability of models and algorithms
Ensure that information is utilized in BAU, Non-BAU and disruptive business scenarios
Information usage not captured will not be recorded
Governance needs a repeatable framework to ensure trustworthiness of created metrics
Actual
Potential
WIP
Data Information
What and how does Governance Orchestrate
Govern the rate of change and % non-actionable information (clutter)
Govern the time required to alter the processes
A repeatable governance facility and associated orchestration layer (workflow) is required to
Govern the ratio of actual to potential information value
Govern the value achieved by type of business scenario
Orchestrate the process to recognition of information value through a repeatable process
INDEX
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For Information to be managed as an assetThe governance mandate requires redirection
Eradication of Resistance
Eradication of resistance to using information when it is most valuable is the means in which governance will participate in value creation.
Agent for RepeatabilityEnsure as much information alignment to process, particularly in the cases of analytics, is repeatable.
Marketing the CatalogFacilitating the ability for business process owners to know how to find the information they need .
Resolving Information Conflict
The traditional governance role survives but for information aligned with process, not all data.
Coordinative RoleThe coordinative glue between the CIO, CDO, CRO and DAM.
Governance Effectiveness % equals (actual value achieved divided by potential value achievable)
INDEX
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Measuring Governance EffectivenessExtending the role of governance for managing information assets
Cost of Data AssetsThe cost of obtaining and maintaining data
Governance provides organizational value by culling out processes that propagate machinery used to construct information no longer aligned to business processes
Agreements to acquire data no longer used will be cancelled
1
2Eradicating ConflictThe traditional definition of governance is eradicating conflict in the definition and use of data, not information (data is not aligned with process, information is)
3Eradicating Resistance
The difference between potential and actually achieved value associated with information assets
4RepeatabilityEnsure as much analytics are repeatable as possible to enable their prep time to be minimized, required for disruptive and NON-BAU situations
Governance Effectiveness % = (actual value achieved / potential value achievable) * 100
INDEX
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Information has value only when consumed by business processesThe value of information is highly correlated with the value propositions of business models
Value Category Information’s Role Business Terms Value Measurement
Capture(% of Incremental value)
Sales Campaign InformationIdentify Opportunistic Items
Sales Campaign ResultsOne Time OpportunitiesSystemic Opportunities
Present Value of the information’s role in identifying and capturing value from others
Extend(% of Incremental value)
Identify Extensions to customer relationships
Up Sell and Cross SellSales Funnel Activities
Present value of the information’s role in identifying and capitalizing on deeper customer relationships
Protect(% of Incremental value)
Eradicate risks which would otherwise erode value
Opportunity RiskOperational RiskFraud and Process Aberrations
Present value of the information’s role in protecting from other’s attempts to capture value and protection from regulatory fines
Create(Greenfield)
Innovate which in best cases, ripples a disruption through the marketplace
Innovation IntroductionsNew Product LinesNew Methods
Present value of the information’s role in realizing discounted cash flows associated with market revenues realized from the innovation
INDEXOrchestrate
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ValueMetrics
Royalty approach to measuring information value
The registry is the central repository of information that can be consumed by processes mapped to business models (BMC)
A pre-arranged % split of value propositions is applied to the information consumed by business processes used to execute a business model, the % split is potential information value.
The value is highly dependent on the situation in which it is consumed (static or standard BI, prescriptive and predictive analytics in BAU situations, and NON BAU situations.
Chief Data OfficerOptimize the Value Framework
Obtain Information Value Split agreements
Data GovernanceEradicates Resistance
Influences Analytic Repeatability
Data Asset Mgr.Administers Repository
Manages Inventory
Records Value
INDEX
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CDO Tool: A representation of business models and consumable information: The BMC
Rivers of information flow through the processes that together form the business models of the organization.
In order to manage the information assets and optimize their value, it is important to understand how information is used in processes.
While the traditional business model canvas (BMC) does not discuss information, it is easy to map the rivers of information that flow through the business model using the BMC.
Strategyzer, 2012
INDEX
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© THE GROVE CONSULTANTS INTERNATIONALDESIGN A BETTER BUSINESS
The 5 bold steps vision canvas was originally designed by David Sibbet
5 BOLD STEPS VISION® CANVAS
COLLABORATION How will you collaborate your actions?
SUCCESS CRITERIA How will you measure the success towards this vision statement?
VISION STATEMENT What is the vision you are planning to execute? BUSINESS THEMES What are the themes of the playbook used to realize this vision?
5 BOLD STEPS What are the big steps towards your vision and who is accountable ?
SUPPORTS What are the supports that improve the chances of reaching your vision?
CHALLENGES What are the challenges that hinder reaching your vision?VALUE PROPOSITION What is the value proposition for this vision?
THIS VERSION BY INFOSIGHT PARTNERS, LLC 2016
INFORMATION What information is used to identify supports and challenges?
In Collaboration with business strategy leaders, the CDO maps vision and value propositions to information via a business model
INDEX
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SOURCE
PLANNING OUT MARKET DISRUPTIONS
What new consumer needs, wants and expectations are created by the changes?
Where and how does this trend satisfy them?
Which (new) customer groups could you apply this trend to? What would you have to change?
How are other businesses applying this trend?
Which deep consumer needs & desires does this trend address?
Why is this trend emerging now? What’s changing?
Shifts: Long-term, widespread macro changes Incremental changes and sentiments serving as the impetus for the disruption
Emerging Consumer Expectations
Basic Needs Drivers of Change
How and where could you apply this trend?
Innovation Potential
Inspiration Who
Innovations and planned disruptions
TREND CONTEXT
Planned target equilibrium Triggers and Tipping Points
INDEX
This version by InfoSight Partners, 2016
INFORMATION
Identifying
Tracking
Visioning
Driving
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BY DESIGNABETTERBUSINESS.COMThis work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License. http://creativecommons.org/licenses/by-sa/4.0 or send a letter to Creative Commons,171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGN A BETTER BUSINESS
WHAT IS THE SCENE FOR EXECUTION?
VISION SUBJECT What is the vision about?
VISION STORYTELLING CANVASThe CDO maps information to the vision statement, processes used to execute the vision and supporting information
This version by InfoSight Partners, LLC 2016
VISION GOAL What should be achieved by this vision? VISION AUDIENCE? Who is the audience?
EXECUTIONCONDITIONS
WHAT IS THE AUDIENCE A -HA MOMENT?
WHAT IS THE CALL TO ACTION?
WHAT ARE THE DESIRED AUDIENCE REACTIONS?
SUPPORTING INFORMATION
TRIGGERING INFORMATION
AUDIENCE CONTEXT
ACTION MODELS
MEASUREMENT CRITERIA
INDEX
PROCESSES ENLISTEDThe storytelling canvas represents the list of processes that support a vision, which when executed properly result in successfully realizing a value proposition.
The processes utilized consume information as detailed in the storytelling canvas.
The vision represents the means and conditions under which a value proposition will be realized.
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Contents of the Registry
Actors (RACI) Information
Business Process
Registry
Data
The RegistryThe Registry is the central repository used to record potential (information poised to achieve value in business processes) and actual (value achieved by information being used in business process) value, and represents the intersection of information, business processes consuming information and people using information within business processes.
Data = InformationData is the raw materials of information. It becomes information through the machinery managed by the CIO to align it to business process, align it to master, meta and reference
data, add context to it’s use and scope and provide details of its quality, vintage,
integrity and lineage.
Business Model (BMC)
Value Proposition
Machinery
INDEX
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An Information Valuation Situational Framework*
Value influenced by redirecting business model based on NON-BAU forces
Value influenced by maintaining business model trajectory
Information used to steer in an expected business trajectory
Profit center aligned
Activity and other reports
Cost center aligned
Capital and expense used to produce information
Information Alignment
What returns value?
Value Participation
DISRUPTIVE
NO
N-
ACTION
ABLEBAU
NO
N-BAU
Not Yet Aligned
Forces at Work Info Use
Value influenced by recasting business models caused by disruption
Algorithms triggered to create / respond to disruptions
Information used to collaborate actions based on NON-BAU forces
Risks Value
J JL
J K J
L J K
L
?
J
K
L
There is a tight correlation between the situations in which information is used and the value the information can provide
* Assumes alignment to business processes devised to fit business models Half Life React TimeResistance
Minor
Minor
Half Life Impact
Half Life Cause
Resistance to using information increases from information appearing on reports to information associated with disruptive forces.
Amount of value achieved:1. The least resistance and lowest value recognition is associated with reports (not specifically
mapped), because the likelihood of them being directly consumable by business process is low.
2. Business as usual scenarios receive value as mapped in the business process. There are no extraordinary gains because the value achievable by the value proposition is as expected.
3. Non-BAU scenarios potentially have added value because there are added value opportunities.
4. Disruptive scenarios have the highest potential value.
Resistance increases as scenarios go from reporting to BAU to Non-BAU to disruptive scenarios.
The mission of governance is to eradicate information resistance and ensure the information made available for consumption as devised by the CDO’s playbook is not derailed due to resistance.
INDEX
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Analytics and valueMaking as much of analytics repeatable as possible
Non-repeatable analytics best fit BAU situations
There is not time to form and populate analytic models in
disruptive situations.
Governance prioritizes
repeatability of analytics.
What Why How
RepeatabilityMethods, models and algorithms ingest information in predictable and repeatable ways
Manual processes do as well, but it is left up to the analyst to ensure consistency
Analytics requires information
Governance is accountable for prioritizing the selection of analytics targeted for repeatability and possible automation.
Governance is accountable
Governance drives the repeatability metrics of analytics
The time required to identify the data for an analytic model, ensure the appropriateness of the collected information and fit it to a model is not available for explosive, disruptive circumstances
By ensuring repeatability where models and algorithms are either executed through automated means or are wired for execution at a moments notice, the population of analytics available for disruptive circumstances will be increased.
INDEX
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Business ModelThe Business Model and business model components that encompass the strategies and tactics that create, capture, extend and protect organizational value.
ProcessThe processes that are executed as a means to realize the strategies and tactics of the business model.
InformationThe information consumed in processes used to capture, enhance, expand and protect organizational value.
ResistanceThe items that discourage usage of information in processes, such as information clutter, lack of context, trustworthiness and other factors.
A Model to Map the Value of InformationProcesses consuming information within business models
Ways to Obtain Value
CREATE
CAPTURE
EXTEND
PROTECTThwartRisk
Cross/ Upsell
CaptureOpportunity
Innovate
Business Models represent the intents of the business. They are
executed by business processes of the organization, and each of
those processes source and/or produce information (not data)
The value of information is measured as an enabler of the
processes consuming the information. The information is
an intangible asset which has value by the fact that it was instrumental in making the
outcome of the business process successful.
Resistance is the forces that make it difficult to use information in
business processes. These forces can be lack of trust in the
information or inability to find the necessary information due to
clutter.
In this asset management strategic approach to information
management, governance is directly accountable for
eliminating resistance that prevents the use of information at
critical times. By eliminating resistance, governance is directly
impacting the value of information.
INDEX
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The expected outcome of the orchestration effort
1
The repository represents the CDO’s blueprint and changes to the blueprint, which are codified in the data to information processes.
2
The engine, the OBJ in the process, is a callable module which captures information requested for business process so that value can be applied to it. The analyzer is the process run by the DAM to apply value to consumed information.
3
Today, the benefits of capturing information value are purely for internal purposes. However it is not inconceivable that there will be at some point external reporting of the effectiveness of the information assets of the organization.
The repository contains proof of an auditable repeatable process used to orchestrate valuation of information assets
4
The value base becomes the central repository of the basis applied for information valuation, whether reported as a metric for potential investors, management use or other purposes.
CDO Blueprint(Info / Process Map
Royalty Splits)
Information Asset Value Repository
CDO Blueprint Potential Value Actual Value Resistance Metrics
Step 1
OBJ
Value is assigned
Royalty Analysis Application
Step 3
Analyzer
Process
Usage of information is recorded
Information Step 4
Step 2
INDEX
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Information Assets
Registering Value to the use of Information
When Information is consumed by a business process, its use is recorded and a pre-determined percentage of value associated with the business process is assigned to the information.
A pre-determined premium is assigned to the use of the information in Non- BAU and Disruptive instances of business process.
A new role, the Data Asset Manager, is accountable for recording the recognition of value associated with information.
When information is used in business processes as prescribed in business models mapped to information, the value of that information is recorded and tracked. The cost of obtaining data and transforming it into information is subtracted from the value recorded for the use of information. The remainder is information’s net contribution to an organizations achieved value.
The Information Assets of the organization can be recorded as a balance sheet item of an organization.
Potential Information Value Registry
Information Consumed in a business process is
recorded
Record Information value associated with business
process instance
Recognized Information Value
Business Process
Source DataMachinery
The Data Asset Manager (DAM) administrates the
Potential information value registry (1),
Records recognized information value (2),
And measures the information use resistance (potential (1) less actual (2)).
1
2
Journey INDEX
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Click the roles (1 – 6) in order
for more information
CDO CRO
DAM DGC
Information Assets
Own and
oper
ate
mac
hiner
y
Align with Business Processes
Eradicate
Resistance
Record Use of
Information
Protect the
Information Assets
CIO
Accountability for the Information AssetsNew Strategies demand new roles (click roles for more information)
Chief Data Officer
Chief Risk Officer
Data Asset Manager
Data Governance Council
Chief Information Officer
Strategic : Direction Setting
Tactical : Enhance Value
Operational : Own Machinery
The CDO is responsible for aligning information with business processes in ways that maximize information value
The Chief Risk Officer is responsible for protecting the information assets and use of information assets
The Data Asset Manager is the inventory manager of Information Assets
The Data Governance Council is responsible for eradicating resistance, or impediments to using information at critical times
The CIO is responsible for the machinery that transforms data into information and eradicates information use resistance
The non-depleting but expiring
intangible assets of the organization
(raw materials data, WIP & finished
goods information inventory).
1
2
3
4
5
6
Click here to continue
INDEX
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Putting it all together
The Business Model Canvas is an visual model that graphically depicts business model.
From an information vantage point, the BMC is being used to determine and register information consumed within business processes.
The valuation of information consumed in business processes will be determined by the criticality of the specific instance of a business process.
The Business Model Canvas (BMC) is an easy to explain graphic depiction of business models. Information only has value if it is used in realization of a value proposition. Rivers of Information flow through the components of the BMC, which should be mapped and registered if information value is to be measured.
Information valuation will be recorded similarly to processes used for royalty recognition of digital assets.
Business Model Canvas
Processes Supporting BMC
Information Consum
ed in Processes
Machinery used to transform the raw materials of Data into Information
The resistance to using information at critical and time sensitive times
The willingness to use information at critical and time sensitive times
The ability to meter the use of information in business processes
The conversion of potential value to achieved value for the organization’s information assets
INDEX
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MachineProcess Potential Record
Initiate a program that maps the potential value achieved from information within business processes.
Create a facility that is used to record the potential value achievable from information and a corresponding process.
Develop the facilities and accountabilities to recognize value when information is consumed in business processes.
Identify and prioritize the eradication of roadblocks impeding the conversion of potential to realized value from information.
Map Information flows in business processes through the business model canvas.
Record the potential value of information by mapping information to process and the source data used to manufacture consumed information.
Assign accountability to record the use of information in ways similar to royalties associated with digital assets.
Fine tune the machinery so that information can be used in situations where premium value is achievable.
Adopting A New Information Asset Management Strategy
Map information to business process
Develop processes to register potential value of information
assets
Ensure the information machinery is capable of operating in situations
of premium information value
Develop processes to record the use of information in business
processes
The first step should be to devise a roadmap to a new information strategy which values the wielding of information similarly to recognition of royalties from digital assets
INDEX
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Assign a Data Asset Manager (DAM) and organize to perform the information asset management processes
Select and use a catalog that captures potential and actual use of information(Note: The catalog must track, information, business models, processes, actors, resistance, etc.)
Incentivize your CDO to relentlessly identify and preference uses of information that enhance organizational value (Note: This is not a pitch to perform more analyses, produce more reports, nor store more information. If the information is not consumed in business processes, it generates cost but does not generate value.)
Architecting your next-gen information strategy INDEX
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Return to the Index
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.