Data strategy, cataloguing and governance in digital media publishing
The business had initiated a ‘data flywheel’ programme, to build layers of data capability for incrementally increasing data-driven benefits and positioning data as a high-value strategic asset. Whilst this vision was strong, the business recognised that success required additional skills and flexible resources.
We first delivered a 4dDX data strategy workshop for the leadership team, which aligned everyone’s thinking on priorities and next steps. That was followed by our data cataloguing and data governance accelerators, which rapidly uncovered the data flows in the business, and established a data governance framework. Data use cases were defined and documented, clarifying precisely how the business would generate new value from data, and use data in ways that achieved business goals.
Within just three months, the prototype data catalogue made it plain to see where changes in data flows were necessary, and what those changes needed to be. Also within that time, a new cross-functional group of ‘Data Champions’ was formed, to serve as Data Stewards and advocates for data-driven change. As the data catalogue and data governance framework were deployed, we transferred skills and knowledge to various team members, so that they were able to self-sufficiently continue using and developing the business’s new data capabilities.
Data strategy, cataloguing and governance in construction regulation and insurance
As a leading provider of buildings insurance, the business possessed large volumes of valuable data. But whilst significant resources were being consistently deployed to manage those data, the business wished to fully convert data into business benefits. The leadership team recognised that the business was more ‘data-busy’ than ‘data-driven’ and could more effectively position data as a high-value strategic asset.
We provided seasoned data leadership expertise by supplying a part-time Interim Head of Data. From that leadership role, we devised the business’s first data strategy and established a new data team. Once agreed, the new data strategy was deployed through a range of initiatives that established and developed core capabilities in data value, compliance, governance and operations.
Through close collaboration with business leaders, the new data strategy was agreed within two months. Our attention to ‘real-world’ details and the practicality of our accelerators, enabled rapid implementation of beneficial changes including data governance, streamlined data operations and new data insights all occurring within 12 months. We led the creation of a new data catalogue and glossary to round up and clarify over 3,000 data attributes, so they could be integrated into the business’s data warehouse. We set new data quality standards to drive remediation of data quality issues, and just 18 months after adopting the new data strategy, the business’s increased control over its data yielded new commercial data products creating additional sources of revenue, and uncovered in excess of £5M of potential claims savings.
Data cataloguing in global fashion manufacturing and retail
The business was attempting to align its data with modern digital initiatives, such as omnichannel fulfilment and digital merchandising. Over decades, the business’s data landscape had evolved into a complex array of numerous data flows and technologies. Data operations were siloed, which meant data was a risk to the business’s digital ambitions, when it should have been an essential asset.
We built the business’s first data catalogue, enabling Clarks to take control of its data by revealing how data flows through the business, and what changes were necessary to support digital transformation. We combined hidden knowledge from the business’s key data people with analysis of the business’s data infrastructure, to compile a single comprehensive and highly-available view of the strengths, weaknesses, opportunities and threats and data flows and lineages.
Within four weeks, the renewed data clarity untangled data blockers in digital projects, meaning that data could finally fuel digital initiatives, rather than prevent them. Crucially, people spoke of having an improved understanding of how data move through and around the business, which lowered data complexities and risks, and reduced data operations costs. Longer-term, the data catalogue informed a data remediation plan which improved the quality of data assets to further support the business’s digital fulfilment and merchandising ambitions.