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Introduction
eBook: Building a Data-Centric Company ©2017 Hitachi Solutions. All Rights Reserved. /2
What’s Inside
1 People 6
2 Processes 8
3 Infrastructure 9
4 Culture 12
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Section One
As a company grows, so too does the challenge to manage the data that the
company relies on to make informed decisions. This ability to manage infor-
mation is often described as the data maturity model, or as it’s explained in
Information Revolution, the information evolution model.
5 Innovate
Information Capabilities
4 Optimize
3 Integrate
2 Consolidate
1 Operate
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Section Two
Operational Level
The operational level is characterized by individual data “ownership” and
control, applied to tackle day-to-day functional issues. For instance, the
“Operational Model” is characterized by information being stored on
individual PCs as opposed to on networked servers. Information is duplicated,
not shared between groups, or inconsistently extracted. Companies at the
operational level often are hamstrung by the fact that key information is
controlled by so-called “data Mavericks” who are often touted as heroes in
the company as they are the only ones who “know the real truth” regarding a
company’s specific information questions.
Consolidation Level
The consolidation level is where individual-level perspective is replaced by
departmental- or functional-level standards, metrics and perspective.
Integration Level
The integration level expands consolidation into an enterprise-wide view.
Optimization Level
The optimization level closely aligns the organization with its markets and
gains market leadership by applying predictive insights about customers,
suppliers and business partners.
Innovation Level
The innovation level is where sustainable growth and the most revenue
potential is fueled by continuing creativity and renewal.
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Section Three
People
Process
Infrastructure
Culture
People
The key to creating and fostering a data-centric mentality throughout an organi-
zation starts with people. Everyone needs to understand the impact that incor-
rect information can have both on the organization as a whole and their specific
job security (strategies based on incorrect information can be very costly to the
company). Employees often focus on their day-to-day tasks without necessarily
understanding how that can directly contribute to the direction and success of the
organization. Implementing BI and explaining the way that the data flows through-
out the company can help to change this mindset.
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SECTION THREE Four Critical Dimensions for Evolving Through the Information Evolution Model
However, this is where most project engagements stop. Often overlooked are the
upstream employees who use the source systems and generate the data. If we
identify and involve those employees in the project as additional stakeholders,
they begin to understand both the importance of how their roles contribute to BI
and the impact that they have on the success of other departments.
Does the source system even allow them to capture all the
data they would like to?
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SECTION THREE Four Critical Dimensions for Evolving Through the Information Evolution Model
By asking the above questions we can get a better sense for how these source
systems operate, which then allows us to redesign the way that data is generated
and captured within the system. This can be as simple as ensuring that all
customer data is filled out, not just name and address, giving a more complete
and usable view of a customer.
Process
The knowledge processes in a company that assist in accomplishing a business
goal are usually formulated as policies, best practices or business standards on
how information is used and validated.
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SECTION THREE Four Critical Dimensions for Evolving Through the Information Evolution Model
Through the answers to these questions and the questions we ask the key
employees and stakeholders (see discussion above), we can identify whether or
not the current processes meet both the day-to-day individual job responsibility
needs as well as the larger organizational strategic data requirements. If not, it
will be important to redesign the processes so they can fulfill both requirements.
In certain situations, this may not be achievable with the current systems. For
example, maybe the current system has no screen to enter customer address
information. However, with the right product and functionality such as “master
data management” in Microsoft Dynamics 365, there is always a way to capture
that “extra” data even if it’s not being generated in the source.
Infrastructure
Infrastructure is the hardware and software tools used to manage information.
Generally speaking, the decision to apply technology as a means to help us
manage our data is the right decision. Technology provides us with the ability
to centralize, back up and secure data with ease. However, technology shows
weakness when we are dealing with newer or more volatile data (e.g., data that
requires manual intervention in order to achieve the necessary level of accuracy).
These are the areas where technology is the weakest. Because the process for
capturing or maintaining this data is such a difficult and often ad hoc one, the
inflexibility of data capture, storage or integrity management software presents
more of a barrier to creating trust in the data than it provides assistance.
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SECTION THREE Four Critical Dimensions for Evolving Through the Information Evolution Model
In the eyes of the person maintaining or creating this data, this provides an
unparalleled ability to increase the veracity of the data; however, for the data
consumers, who may be several times removed from the creation process, there is
little consistency or stability in the data they depend upon.
This is where a technology solution can shine the brightest. At this point, the
curator of the data should be ready for help in automating or alleviating the
burden of sustaining the data source and serving it to the various interested
parties. Or they may have turned, out of self-preservation, to rejecting any
requests outright, creating the perception of selfish motives. Regardless, in order
to achieve progress, change must occur.
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SECTION THREE Four Critical Dimensions for Evolving Through the Information Evolution Model
The paradox of using technology to help us maintain the integrity of our data is
that, although the pace of change is drastically slowed down (even sometimes to
the point of frustration), it forces a measured and thorough approach to change —
a phenomenon that can be tremendously beneficial in some circumstances.
With the introduction of technology to help with capture, cleansing and storage,
an evaluation of the significance of the data and the process for creating the data
is forced. The business and IT must come together and cooperatively determine
where process improvements must be made in the lifecycle of the data. Do
new requirements need to be placed on the initial capture of the data? For
example, does data that was traditionally communicated through emails or phone
calls need to be entered properly into an application? For data that requires a
robust validation process, do data integrity management solutions need to be
considered, or do the capabilities to perform updates to the source data need to
be built in?
The drawback is that these changes take time and a great deal of effort to get
right, and it is all too easy to look back with unjustified favorability upon old
methods. This is a where a consistent and sound process for determining when
technology needs to be brought in becomes invaluable. Some of the questions
that must be asked are:
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SECTION THREE Four Critical Dimensions for Evolving Through the Information Evolution Model
Culture
Culture can be thought of as the moral, social and behavioral norms for an
organization that dictate how information is “thought of.”
When it comes to the individuals within your organization who are primary
cultivators and sustainers of culture, it is important to be aware of the behaviors
you are incentivizing. As people gravitate toward the path of least resistance, you
will need to encourage collaboration over isolationism when it comes to data.
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Section Four
Becoming a Data-Centric
Organization
If your business is able to harness the power and benefits that data offers —
defining and following through on sound processes and building the technology
to support these — then you will be well on your way to fostering a data-centric
culture within your organization. Microsoft Dynamics 365 is one of the latest and
most innovative solutions that is helping to accelerate this data centric revolution
and help forward-thinking companies implement and maintain a data-driven
culture. By combining the power of CRM, ERP and BI, along with a multitude of
apps, all specific to your unique industry, Dynamics 365 enables you to maintain
and leverage data in one central repository — offering a 360-degree view into the
business and allowing you to capitalize on the vast amount of information hidden
within your currently siloed data sources.
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If you are interested in learning more about
how your business can implement a data
centric culture, contact us.
With deep industry experience and a close partnership with Microsoft, the team at
Hitachi Solutions understands how technology can help businesses just like yours
move forward by harnessing the power of data.
C O N TA C T U S
This post is published by Hannah Story on behalf of three members of the Hitachi Solutions team who
collaborated on this post: Brad Lagore, Patrick Putnam, and Rowan Sciban.
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