Data Strategy and the Enterprise Data Executive
Data Strategy and the Enterprise Data Executive: Ensuring that Business and IT are in Synch in the Post-Big Data Era, by Peter Aiken and Todd Harbour
Master a proven approach to create, implement, and sustain a data strategy.
Topics
CHAPTER 1: Data Strategy Supports Organizational Strategy
What is Strategy?
Strategy in Action
What Is Data Strategy?
Focusing Data Governance with Data Strategy
Three Elements of Strategy
Conversations & Language of Data Strategy
Data Strategy Supports Organizational Strategy
Data Security Collaboration
CHAPTER 2: Data Strategy is Necessary for Effective Data Governance
Data Is Not the New Oil
The Post-Big Data Era
Big Data Technologies
Motivation No. 1: Improving Your Organization’s Data
Motivation No. 2: Improving the Way People Use Data
Motivation No. 3: Improving Data to Support Organizational Strategy
CHAPTER 3: Data Strategy Development (Phase I – Prerequisites)
Data Belongs to the Business
Three Critical Barriers
Barrier No. 1: Lacking Organizational Readiness
Barrier No. 2: Failing to Compensate for Lack of Data Knowledge
Barrier No. 3: Eliminating the Seven Barriers to Leveraging Data
CHAPTER 4: Data Strategy Development (Phase II – Iteration)
Organizational Strategy
Supporting Organizational Strategy with Data Strategy
Goldratt’s Theory of Constraints
Identifying Organizational Data Constraints
Exploiting Organizational Data Constraints
Subordinating All Other Constraints
Elevating Organizational Data Constraints
Repeating the Process
Managing Data Constraints
Elements of a Data Strategy
Who Contributes to the Data Strategy?
Developing a Data Strategy
Managing the Strategy Development Process
Communicating and Data Strategy
Maturing Data Strategy Iterations
CHAPTER 5: Data Strategy at Work
Ripped from the Headlines
BigOrganization Develops Its Data Strategy
Monetizing Contributions from the Data Strategy
BigRetailer Example—Reengineering the Location Data Element
CHAPTER 6: The Data Doctrine
Consequences of Failure to Adopt Data-Centric Thinking
Defining Data-Centric Thinking: the Data Doctrine
Why Data Has Fared Poorly
Leveraging the Agile Manifesto for Business Activities
Pervasive, data is a unique organizational resource, and this distinction warrants its own strategy. Data, representing your single non-depletable, non-degradable, durable strategic asset, is likely also your most poorly leveraged and underutilized organizational asset.
Lack of talent, barriers in organizational thinking, and seven specific data sins prevent most organizations from benefiting fully from their data asset investments. Solving these prerequisites will allow your organization to:
- Improve your organization’s data;
- Improve the way your people use data; and
- Improve the way your people use data to achieve your organizational strategy.
This method better focuses data and thinking in direct support of strategic objectives. After eliminating necessary prerequisites, organizations can develop a disciplined and repeatable means of improving their data, literacy, standards, and controls using data governance practices. Once in place, the process (based on the theory of constraints) becomes a variant of lather, rinse, and repeat. Several complementary concepts covered include:
- An overview of data strategy prerequisites;
- A repeatable process for identifying and removing data constraints;
- Why data strategy is necessary for effective data governance;
- Balancing operational results with capability development;
- An objective definition of data-centric thinking; and
- Ways to monetize these efforts.
About Peter and Todd
Peter Aiken is acknowledged to be a top data management (DM) authority. As a practicing data manager, consultant, author, and researcher, he has been actively performing and studying DM for more than thirty years. His expertise has been sought by some of the world’s most important organizations, and his achievements have been recognized internationally. He has held leadership positions and consulted with more than 150 organizations in 27 countries across numerous industries, including intelligence, defense, banking, healthcare, telecommunications, and manufacturing. He is a sought-after keynote speaker and author of multiple publications, including his popular The Case for the Chief Data Officer and Monetizing Data Management, and he hosts the longest running and most successful webinar dedicated to data management. Peter is the Founding Director of Data Blueprint, a consulting firm that helps organizations leverage data for competitive advantage and operational efficiencies. He is also an Associate Professor of Information Systems at Virginia Commonwealth University (VCU), past President of the International Data Management Association (DAMA-I), and Associate Director of the MIT International Society of Chief Data Officers.
Todd Harbour is the Chief Data Officer (CDO) for New York State, where he orchestrates work to design and implement a data management regime. Todd’s work includes developing a data governance strategy, framework, and roadmap; defining a unified information architecture; realizing master data; coordinating data sharing; and establishing a state-wide data analytics community of practice. Prior to this role, Todd was a senior federal government official based in the Washington, D.C. metropolitan area. While there, he led work to establish data strategies, business frameworks, and data management platforms, which helped provide a reliable basis for answering questions from Congress and organizational leaders.
Previously, Todd served as senior vice president at FGM Inc., a software and systems engineering corporation in Northern Virginia. In this position, Todd led federal and international practices, developed business strategies, negotiated with lenders and investors, captured new business, engaged employees with challenging opportunities, and achieved measurable progress on enterprise vision, strategic goals, and objectives. Todd paired closely with business partners, other corporate officers, and the Board of Directors, leading growth to exceed 500+ employees with an assessed market value of $175M+.
Todd is a professionalized leader, executive, and data management expert. He is a certified Level 3 Project Manager and a certified Level 2 COTR with the Federal Government. He mentors project managers across their career and serves as a member of his organization’s project management certification board where he reviews, adjudicates, and counsels project managers.
Todd is a certified Project Management Professional (PMP), Program Management Professional (PgMP), Scrum Master (CSM), and Chief Information Officer (CIO) with the Project Management Institute and National Defense University. Todd is also a certified Data Management Professional (CDMP) and Data Governance and Stewardship Professional (DGSP) with the Data Management Association (DAMA). Todd currently holds four graduate degrees in information systems, project management, business administration, and government information leadership.
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