CIO Dialogue November 2012 pl
- 1. Getting value from your data CIO Dialogue 6 - Brighton 19th November 2012 Philip Louis – CEO TAH Limited [email protected] | philipwlouis | tah.co.uk 29/11/2012 1 TAH Copyright, not to be used without permission.
- 2. Value creation from data - Is it so different? Realistic assessment of your current status and ability Assign business owner who constructs the strategy, based on its ability to add value Develop a value framework for the business Framework becomes an agreed and sponsored plan Don’t lead with technology Don’t ignore culture and people issues to start 29/11/2012 2 TAH Copyright, not to be used without permission.
- 3. 1. Realistic assessment of your current position Focus of value Maturity EVENT BASED REPORTING FOR INFORMATION Basic FUNCTIONAL PERFORMANCE • Event based • level • Data ‘as it comes’ is used for decisions • Functional bound Little governance, transactional, • Functionally structured process and systems compliance • Rich in detail 29/11/2012 3 TAH Copyright, not to be used without permission. Contact Us: +44 (0) 844 3701 5040 www.tah.co.uk
- 4. Realistic assessment of your current position Focusofvalue Maturity DERIVING ACTIONABLE DATA INFORMATIONMANAGEMENT • Mining for value: customers; revenue Targeted • Analytics tools opportunities; cost savings; predicting • More sophisticated reporting regimes patterns insight • Feeding better decisions - • Relational database • BI stack and tools collaboration • Simple data models • Creating relevant initiatives to improve • Governance targeted to key areas performance Event based reporting for functional INFORMATION REPORTING performance • Event based Basic • Data ‘as it comes’ is used for • Functional bound decisions • Little governance, transactional, Systems • Functionally structured process and systems compliance • level Rich in detail 29/11/2012 4 TAH Copyright, not to be used without permission. Contact Us: +44 (0) 844 3701 5040 www.tah.co.uk
- 5. Realistic assessment of your current position Focusofvalue Maturity INSIGHT BASED ADVANTAGE – EXECUTIVEINFORMATION Strategic PERFORMANCEIMPROVEMENT • Sophisticated data models and complex Data • Performance reviews and direction analytical systems • Looking for transformational change Management • Starts with a strategic decision to use • Target operating model understood information for business advantage • Governance model at enterprise level Deriving actionable data INFORMATIONMANAGEMENT • • Analytics tools Targeted Mining for value: customers; revenue opportunities; cost savings; predicting • More sophisticated reporting regimes Insight patterns • Relational database • BI stack and tools • Feeding better decisions - collaboration • Creating relevant initiatives to improve • Simple data models performance • Governance targeted to key areas INFORMATION REPORTING Event based reporting for functional • Event based performance Basic • Data ‘as it comes’ is used for decisions • Functional bound • Little governance, transactional, Systems • • Functionally structured Rich in detail process and systems compliance level 29/11/2012 5 TAH Copyright, not to be used without permission. Contact Us: +44 (0) 844 3701 5040 www.tah.co.uk
- 6. This creates a learning / iterative process Interface Levels of sophistication (MATURITY) Resultantabilitiestocreateavirtuousvaluecycl e Performance Refine tuning Business Strategic configuration Data Management Targeted Apply New Business Models / Insight analytics Basic Apply New Business Metrics / data collection points Systems Level 29/11/2012 6 TAH Copyright, not to be used without permission. Contact Us: +44 (0) 844 3701 5040 www.tah.co.uk
- 7. This creates a learning / iterative process Interface Levels of sophistication (MATURITY) Resultantabilitiestocreateavirtuousvaluecycl e Performance Refine Strategic tuning Business Data configuration Management Targeted Apply New Business Models / analytics Insight Apply New Business Metrics / data collection points Basic Systems Level 29/11/2012 7 TAH Copyright, not to be used without permission. Contact Us: +44 (0) 844 3701 5040 www.tah.co.uk
- 8. 2. Business ownership and budget This needs to be established at CEO, CFO or CIO level, with a real budget and a leader supporting the ‘C’ level It is unusual for this to happen without an outside partner and advocate The role of an advocate .. is best non-aligned Do not give this a ‘technology’ focus, it will fail to deliver in months and send you off in the wrong direction (.60 prob) Creating the right ‘Ecology’ for this initiative to succeed, and then leaving this as a lasting legacy Design and predict the passage of this initiative over the full course, before you start. (The Business Ecology) 29/11/2012 8 TAH Copyright, not to be used without permission.
- 9. 3. What is a Value Framework? Your existing steward of MI or data cannot successfully engage the whole business and work out all their ideas and needs, except at the most basic level: i.e. Finance / IT cannot do this job for the business! Engagement at ‘cross-enterprise’ level raises huge issues of politics, priorities, trust, different languages, varied concepts, conflicting objectives and measurements. For you to spend less than the cost of gaining incremental insight, the operational business functions have to engage with their ideas on how –the value- that they can add, relates to the strategy and direction of the business. Not all expressions of ‘value’ are financial, its important to ascertain these measures 29/11/2012 9 TAH Copyright, not to be used without permission.
- 10. Value gaps – creation opportunities Constructed With each ‘unknown’ MI/BI dimension a void of insight exists in the organisation context 29/11/2012 10 TAH Copyright, not to be used without permission.
- 11. Value gaps – creation opportunities Inaccessible Constructed KPI/Resul t indicators With each ‘unknown’ MI/BI Organisation dimension a void of insight objectives exists in the organisation & Processes context 29/11/2012 11 TAH Copyright, not to be used without permission.
- 12. Value gaps – creation opportunities Imperceptible Inaccessible Constructed KPI/Resul t indicators High Value outcome With each ‘unknown’ MI/BI Organisation dimension a void of insight objectives exists in the organisation & Processes Customer context Business Market 29/11/2012 Journey & 12 Model model Competition TAH Copyright, not to be used without permission.
- 13. Value gaps – creation opportunities Denied Imperceptible Inaccessible Constructed KPI/Resul t indicators High Value outcome Business Level outcome With each ‘unknown’ MI/BI Organisation dimension a void of insight objectives exists in the organisation & Processes Customer context Business Market 29/11/2012 Journey & 13 Model model Competition TAH Copyright, not to be used without permission.
- 14. Value gaps – creation opportunities Non-existent Denied Imperceptible Inaccessible Constructed True performance advantage delivered from insight MI/BI Organisation objectives & Processes Customer Business Market 29/11/2012 Journey & 14 Model model Competition TAH Copyright, not to be used without permission.
- 15. Pin point your position Non-existent Denied Imperceptible Inaccessible Constructed Over 85% of organisations we MI/BI Organisation speak to demonstrate across objectives the business capability here! & Processes Customer Business Market 29/11/2012 Journey & 15 Model model Competition TAH Copyright, not to be used without permission.
- 16. TAH is creating value for its clients here Non-existent Denied Imperceptible Inaccessible Constructed Insight - created from within the context that you build from your business – it is MI/BI Organisation not there to be mined …. You objectives have to define it! & Processes Customer Business Market 29/11/2012 Journey & 16 Model model Competition TAH Copyright, not to be used without permission.
- 17. Creating greater insight Creating greater insight Unknown A single source of truth known Each step Known realises value Updated business model unknown and Paves the way to Unknown Market model the next. unknowns predictions 29/11/2012 17 TAH Copyright, not to be used without permission.
- 18. A value framework for the creation of Insight Analytics driven The first movers 29/11/2012 18 TAH Copyright, not to be used without permission.
- 19. What does your internal insight platform give you? 29/11/2012 19 TAH Copyright, not to be used without permission.
- 20. Taking advantage and getting value from you data 29/11/2012 20 TAH Copyright, not to be used without permission.
- 21. There are frameworks that aid value creation Business model – indicates the structure and purpose of your organisation Target operating model – for the business as a whole or division 29/11/2012 21 TAH Copyright, not to be used without permission.
- 22. Ways that TAH are finding more ‘value’ to extract Data mapping and alignment to operating and business reality – define it and fit it together around a structure! 29/11/2012 22 TAH Copyright, not to be used without permission.
- 23. Ways that TAH are finding more ‘value’ to extract Data mapping and alignment to operating and business reality – define it and fit it together around a structure! TAH use a Business Model Canvas approach to create this alignment. 29/11/2012 23 TAH Copyright, not to be used without permission.
- 24. Ways that TAH are finding more ‘value’ to extract Data mapping and alignment to operating and business reality – define it and fit it together around a structure! TAH use a Business Model Canvas approach to create this alignment. Pick your core value-adding process – map the data model to this and append financial values to bring operational and financial information to a common point. A customer journey or supply chain or asset management process is a good example 29/11/2012 24 TAH Copyright, not to be used without permission.
- 25. Data mapping or alignment to what is known Company Objectives or Strategy Sales Marketing Operations Services/Pro Finance duct devt Strategy is a combination of - Statements - Metrics Each function must make sense of - Figures this as it appertains to them; then - Customer goals translate it to a common operating - Service goals model for the without which if not - Vision or mission statements then alignment is not possible. - Competitive intent - Market or product intent 29/11/2012 25 TAH Copyright, not to be used without permission.
- 26. A target operating model exists, or is changing? Company Objectives or Strategy Sales Marketing Operations Services/Pro Finance duct devt Operational Structure or Model derived 29/11/2012 26 TAH Copyright, not to be used without permission.
- 27. Saving a thousand words! Company Objectives or Strategy Sales Marketing Operations Services/Pro Finance duct devt d im _ e n try_ d a te d im _ re ve n u e_ d ivisio n d im _ re ve n u e1 d im _ in ce p tio_ d a tetek e y P K d im n _ d a _ PK d im _ re v e n u e_ d iv is io n _ k e y PK d im _ re v e n u e_ k e y dP K_ e xpim _ d a te _ k e y im d iry_ d ca le n d a r_ d a te d im _ co st_ ce n tre D ivisio n C o d e so u rce P K d im _ d a te _ k e yA T E _ ID D Team u n iq u e_ ke y d im _ p ro ce sse d ca letedca l_ d a y_ in _ w e e k _ d a n a r_ d a te D A T E _ ID PK d im _ c o s t_ c e n tre _ k e y D e p a rtm e n t n e tw o rk_ a lig n e d ca le n d a r_ d a te l_ d a y_ in _ w e e k_ n o ca co m p a n y_ g ro u p in g risk _ typ e _ co d e P K d im _ d a te _ k e y l_ d a y_ in _ w e e k ca d im _ in sta llm eD t_ T E teID n A da _ ca l_ d a y_ in _ m o n th co st_ ce n tre ca l_ d a y_ in _ w e e k _ n o D ivisio n risk _ typ e _ d e sc d im _ tra n sa ctio n ca l_ d a y_ in _ w e e kd a y_ in _ ye a r ca l_ d ss _ u p d a te_ tim e sp e cia lty_ o r_ re in su ra n ce d ire ct_ o r_ re in su ra n ce _ fla g ca le n d a r_ d a te P K d im _ d a te _ ca l_ d aca l_ d acae k_ mo ththn o key y_ in _ o n y_ in _ w e l_ m n n _ o d im _ first_ lo a d _ dT E _ ID D A a te ca l_ d a y_ in _ ye a r sp e cia lty_ o r_ re in su ra n ce _ d e sc d ire ct_ o r_ re in su ra n ce _ d e sc PK d im _ tra n s a c tio n _ k e y ca l_ d a y_ in _ m o l_th o n th ca n m co n tro l_ n o tre a ty_ o r_ fa cu lta tive_ fla g ca l_ d a y_ in _ w e e k o n th o ca le n d a r_ d ca l_ d aca l_ mye al_ _ no n th _ n a m e a te P K d im _ d a te _ ca l_ d a y_ in _ wy_e km n o th m key in _ ca r ca l_ _ e b u sin e ss_ u n it_ co d e tre a ty_ o r_ fa cu lta tive_ d e sc I_ T R A N S A C T IO N _ ID D A T E _ ID ca l_ m o n th_ no n l_ q u a rte r_ n o ca o ca l_ d a y_ in _ m o n th o n th _ n a m e ca l_ m d ss _ u p d a te_ tim e p ro p o rtio n a l_ fla g In sta llm e n tN u m b e r ca l_ d a y_ in _ w e e ko n th ca le n d a r_ d ca l_ d aca l_ mye al_ q uca l_ q un o r a te y_ in _ ca r a rte r_ a rte p ro p o rtio n a l_ d e sc T ra n sa ctio n T yp e C o d e ca l_ d a y_ in _ wl_e k _ n o ca e m D A T E _ ID ca l_ m o n th _ no n th_ n ca l_ ye a r o am e to r_ co d e T ra n sa ctio n T yp e S h o rtN a m e ca l_ d a y_ in _ ml_ n th rte q u...rte r ca o a ca l_ a ca l_ d a y_ in _ wl_e ko n th q uca l_ yen o ca e m r_ ar to r_ d e sc T ra n sa ctio n T yp e N a m e ca l_ d a y_ in _ ye aq u a ca l_ r fa ct_ re ve n u e ca l_ d a y_ in _ wl_e k_n th _ n ...rte r ca e m o n o am e p a _ m a jo r_ ro le T ra n sa ctio n G ro u p C o d e ca l_ m o n th _ n o ca l_ d a y_ in _ ml_ q uca l_ yen o ca o n th rte r_ a ar p a _ m in o r_ ro le T ra n sa ctio n G ro u p ca l_ m o n th P K ,F K 1 d im _ re v e n u e_ k e y ca l_ d a y_ in _ ye aq u...rte r ca l_ r a ro le T ra n sa ctio n A lp h a C o d e ca l_ m o n th _ n a m e P K ,F K 2 0 d im _ u ltim a te _ u n d e rw rite r_ b u s in e s s _ a s s o c ia te_ k e y ca l_ m o n th_ n o ye a r ca l_ in te rm e d ia ry_ d ire ct_ fla g T ra n sa ctio n N u m b e r ca l_ q u a rte r_ n o ca l_ m o n th ... in te rm e d ia ry_ d ire ct_ d e sc d im _ p o licy_ ke y ca l_ q u a rte r FK2 d im _ tra n sa ctio n _ ke y ca l_ m o n th_ n a m e b ro ke ra g e_ o r_ fe e P o licyA lp h a C o d e ca l_ ye a r FK3 d im _ p o licy _ ke y ca l_ q u a rte r_ n o va t_ co d e P o licyN u m b e r ... FK4 d im _ re ve n u e _ d ivisio n _ ke y ca l_ q u a rte r co m p e n sa tio n_ typ e ve rsio n _ n u m b e r FK5 d im _ co st_ ce n tre _ ke y ca l_ ye a r d im _ o rig in a l_ b u sin e ss_ a sso cia te re fe re n ce se ctio n _ n u m b e r FK6 d im _ o rig in a l_ cu rre n cy _ ke y ... d im _ a ssu re d _ b u sin e ss_ a sso cia te re fe re n ce _ d e ta ils p_v_s FK19 d im _ le d g e r_ cu rre n cy_ ke y P K d im _ b u s in e s s_ a s s o c ia te_ k e y Data is modeled FK7 d im _ e n try _ d a te _ ke y a cco u n t_ in d ica to r H a rd C u rre n cyC o d e d im _ re a ssu re d _ b u sin e ss_ a sso cia te P K d im _ b u s in e s s _ a s s o c ia te_ k e y d ss_ u p d a te_ tim e S o ftC u rre n cyC o d e FK8 d im _ in ce p tio n_ d a te _ ke y d im _ u n d e rw rite r_ b up a _ co d e sso cia te sin e ss_ a C o m p a n yID P K d im _ b u s in e s s_ a s s o c ia te_ k e y FK9 d im _ e xp iry _ d a te_ ke y d im _ im m e d ia te _ u n d e rw ritea _b u sin e ss_ a sso cia te p a _ co d e n u m b e r b r_ A ssu re d P K d im _ b u s in e s s _ a s s o c ia te_ k e y FK10 d im _ p ro ce sse d _ d a te _ ke y d im _ u ltim a te _ u n d e rwp a _ r_ b u sin a _b e r_sso cia te rite co d _ n p e ss_ a le ve l bae um ba FK11 d im _ in sta llm e n t_ d a te_ ke y b u sin e ss_ ca te g o ry_ co d e P K d im _ b u s in e s s_ a s s o c ian a mk e y b a _ te_ e b a _ n p a _b e r_ le ve l um ba FK12 d im _ first_ lo a d _ d a te_ ke y B u sin e ssC a te g o ry d im _ P K rm e d ia ryu s insin_ co d e ssoian cb ae id in te d im _ b _ b u p a e ss_ a o c _ te_ k _ y e s s_ a s s b a ciaa m e te p a _ b a _ le ve l FK13 d im _ o rig in a l_ clie n t_ b u sin e ss_ a sso cia te _ ke y P ro ce ssin g T e ch n icia n ID p a _ cob a _ n u m b e r de d im _ p o licy on desired cb a _ n a m e b u s in e s n ua s_ b r aia te_ a e id ba_ m s oa le cb _ P K d im _p a _ co d e s _p ab e bc__ nve lke y am FK14 d im _ a ssu re d _ b u sin e ss_ a sso cia te_ ke y P ro ce ssin g T e ch n icia n N a m e cb scb a _ id cb a _ id a _ n a m e PK d im _ p o lic y_ k e y O rig in a lP ro ce ssin g T e ch n icia n ID b a _ n u m_ b ab a _ve lm e scb a _ a _ n a m e p a b e r _ le n a FK15 d im _ re a ssu re d _ b u sin e ss_ a sso cia te_ ke y scb p a _ co d e b a _ len acb e _cb a _ n a m e id p a _ b a _ vem a id l FK16 d im _ u n d e rw rite r_ b u sin e ss_ a sso cia te _ ke y O rig in a lP ro ce ssin g T e ch n icia n N a m e scb p a _ n a m e b a _ n u m_ n a ma _ id a _scb ae id a _ n a m e _ P o licy _ ID D e p t1 N a m e b a b ecb e cb n a m p a _ n inm e co m p a n y_ fla g r te r_ FK17 d im _ im m e d ia te _ u n d e rw rite r_ b u sin e ss_ a sso cia te _ ke y p a _ b a _ a _ id l a _ nscb e scb a _ n a ma cb le vecb a m a _ id e FK18 d im _ in te rm e d ia ry_ b u sin e ss_ a sso cia te _ ke y P o licy _ n u m b e r D e p t2 N a m e in te r_ co m p a n y_ d e scrip tio n b a _ n a m e n a ma _scb a p a _ n inm e co m p a n y_ fla g cb a _ scb e id _nam e a te r_ ... P o licy _ A lp h a D e p t3 N a m e p a _ ro le cb a _ id a _ id a _p a _ ne m e in tem p a n y_ a n g d e scrip tio n scb scb n a m a in te r_ co r_ co m p fla y_ In ce p tio n_ d a te D e p t4 N a m e business p a _ p a re n t_ id cb a _ n a m epn a main te r_ co mpconro le n y_ d e scrip tio n in te r_pa _ y_a g D e p t5 N a m e Operational scb a _ a _ n em e a m p fla E xp iry _ d a te p a _ p a re n t_ n a m e scb a _ id_ n a m e cote r_a n y_pa _ p a ree scrip tio n p a _ ro le n y_ d n t_ id p p a in te r_ in m p co mp a _ p liq u n t_ te d_ fla g a fla g U n d e rw ritin g _ Y e a r D e p t6 N a m e pa_ a id id a scb a _ ntem in te r_ co mroa ngp a rescrip tio nn a m e n t_re S u m _ A ssu re d _ D e scrip tio n D e p t7 N a m e in a r_e m pp a _ pfla y_ d e idp a _d_ fla ss_ co u n try_ co d e co a n y_ le liq u a te a d d re d im _ o rig in a l_ cu rre n cy p a _ n a m e p a _ ro lea _ pp a _n t_re n t_ n a m e g pa in te r_ co m pp n y_ a re p id a p a _ a d d re ss_ city a d e scrip tiod dn E xce ss_ A m o u n t_ D e scrip tio n A cco u n tE xe cu tive ID in te r_p a _ ro le n y_ p a g t_a re idt_a _d_ fla g ss_ co u n try_ co d e co m p a _ p afla n pliq u n a tea m e re pa re _ id n PK d im _ c u rre n c y _ k e y R isk _ T yp e _ C o d e A cco u n tE xe cu tive N a m e a p a _ a d d re ss_ co u n try in te r_ co m p a n y_ liq u idpntemp a _ gss_ co u n city co d e a _ a d d re d d re ss_ try_ d im _ le d g e r_ cu rre n cy R isk _ T yp e _ D e scrip tio n O rig in a lA cco u n tE xe cu tive ID p a _ p ad e scrip tio n fla p a _ p a re n t_ re n t_a a d_ a _ a p a _ ass_ co u n re g io n id e p a _ ro le d d d re d d re ss_ try p a _ a p d re ss_ city C u rre n cyC o d e R isk _ N a m e O rig in a lA cco u n tE xe cu tive N a m e p a _ p a re n t_pte _ a e d g ss_ co u n try_e _ d e scrip tio n liq u id ana d_ d re a m fla p a _ a p a _ typ co d e operating model p a _ p a re n t_ id_ a dp a _ ss_ co ss_ cityd re ss_ re g io n d p a _ a d d re ss_ co u n try PK d im _ c C rre nn cyN a m e u u rre c y_ k e y B u sin e ss_ T yp e _ C o d e A cco u n tE xe cu tive D e p t1 N a m e liq u idp a d_ fla g a d d re p a _ typco s_e scrip tio n a te d re u n try_ u n d en u m b e r d p a _ a ss_ co ue _ dg io n p a _ p a re n t_ n a mdp a _ ss_ city d d re ss_ re D a te _ O f_ B e co m in g _ E u ro B u sin e ss_ T yp e _ D e scrip tio n A cco u n tE xe cu tive D e p t2 N a m e p a _ a e co d d re p a _ a d d re ss_re au n try_ co d e un tryb e rsin e ss_ n a m e d d u n d n s_ b u Structure or liq u id a te d_ fla g dp a _ ss_ co ss__ dgnscrip tio n p a _ typ e s_eio m u C u rre nD a teo d ef_ Jo in in g _ E u ro cyC _ O L in e _ O f_ B u sin e ss_ C o d e A cco u n tE xe cu tive D e p t3 N a m e p a _ a d d re ss_re a d d re d u nresicun co d e n a m e p a _ a d city u n try 1 _ C u rre nD a tea m e L e a vin g_ E u ro cyN _ O f_ p a _ a d d re ss__ a dpnre ss_e _ g ioscrip e rsin e ss_ d u n s_ s_ b _ typ re n u m b tio n p a co udatry_ co d e L in e _ O f_ B u sin e ss_ D e scrip tio n A cco u n tE xe cu tive D e p t4 N a m e p a _ a d d re ss_ co u n tryd e n _sic 1 _ d e scrip tio n D a te _ O f_te _ O f_ Q u ittin u ro u ro p a _ a d d re ss__ typ e _ d d u n s_b e rsin ed e n a m e sicu co ss_ b1 D a B e co m in g_ E g _ E M a jo r_ C la ss _ O f_ B u sin e ss_ C o d e A cco u n tE xe cu tive D e p t5 N a m e p a cityd u n g io n m p a _ a d d re ss_ res_ scrip tio n sic 2 _ co d e e nu p a _ a d d re ss_n s_dnun s_ e r sin e1 _ d e scrip tio n try sic 1 _sic d e co D a te _ O f_n kin g_g_ E u ro L e tte r B a Jo in in L e d g e r_ M a jo r_ C la ss _ O f_ B u sin e ss_ D e scrip tio n A cco u n tE xe cu tive D e p t6 N a m e d e co u scrip b u p a _ typu _ d enu m btio n sic ss_ n2 _ de scrip tio n am p a _ a d d re ss_n s_sic 1 _sicss_d e 2m co d e n_sic 1 _ scrip tio e D a te _ O f_ Le d _ E u roE u ro g Jo in e a vin g_ _ F la M in o r_ C la ss _ O f_ B u sin e ss_ C o d e A cco u n tE xe cu tive D e p t7 N a m e d u re g io n e d u n s_ n u m bb u sinco d e n a sic 3 _ co d e er e p a _ typ e _ dsic 1 _ co d1 _sic 2 _sic 2 _ d e scrip tio n e scripsic n tio e co d e n D a te _ O f_se u ittinrre n cy_ F la g B a Q _ C u g_ E u ro L o ca l_ P ro d u ct_ C o d e S o u rce S yste m d u n s_ b u sin e ss_ d e scrip3 _sic d _ d e scrip tio n n a m sic tio co 3 e e B a n kinL e d g e r_e r_ rre tte r _ F la g g_ L e d g C u L e n cy d u n s_ n u msic 1 _ d e scrip tio_ d e scrip tio n ber sic 2 L o ca l_ P ro d u ct_ D e scrip tio n T o ta lT ra n sa ctio n T yp e sic 1 _ co d e sic 2 _ co d e n crd _ id Jo in e d_ o _ E u_ F_ R a te d u n s_ b u sin e ss_sic 2 _e e3 _sic 3 _ d e scrip tio n n a m sic co d e n T E u ro ro la g L o ca l_ P ro d u ct_ C a te g o ry_ C o d e T o ta lP o licy sic 1 _ sic scrip tio n d scrip tiod e le te d d e 2 _ co d e B a se_ Crorre_ E u _ F_ Rg te sic 1 _ co d e sic 2 _ d e scrip tio_crdscrip tio n sic 3 d e _ id F u m n cy ro la a L o ca l_ P ro d u ct_ C a te g o ry_ D e scrip tio n T o ta lT ra n sa ctio n sic 2 _ co d e sic 3 _ co d ed e le te ss _ u p d a te_ tim e n Model derived dd L e d g e r_e fa u lt_ C a sh b o o k_ C u rre n cy D C u rre n cy_ F la g d ss _ u p d a te_ tim e sic 1 _ d e scrip tio nsic 3 _crd scrip tio n _ id G lo b a l_ P ro d u ct_ C o d e sic 2 _ sic scrip tio n d e d d e 3 _ co d e T o _ E uR o ylin e _ C u rre n cy _ C o d e ro _ R a te sic 2 _ co d e sic 3 _ d e scrip tio te ss _ u p d a te_ tim e d e le d G lo b a l_ P ro d u ct_ D e scrip tio n sic 3 _ co d e crd _ id n F ro m _ A IF la_ R a te E u ro g sic 2 _ d e scrip tioidd e le tess_ u p d a te_ tim e n d G lo b a l_ P ro d u ct_ C a te g o ry_ C o d e sic 3 _ crdscrip tio n d de _ D e fa u lt_ C _ u p b o o k_tim e n cy sic 3 _ co d e d e le ted ss_ u p d a te_ tim e d ss a sh d a te_ C u rre G lo b a l_ P ro d u ct_ C a te g o ry_ D e scrip tio n crd _ id d sic 3 _ d e scrip tio u p d a te_ tim e R o ylin e _ C u rre n cy_ C o d e R e n e w a b le_ In d ica to r d ss n d e le te d _ crd _ id A IF la g m ip _ co d e d ss_ u p d a te_ tim e d ss_ u p d a te_ tim e d e le te d d ss _ u p d a te_ tim e 29/11/2012 d ss _ u p d a te_ tim e 27 TAH Copyright, not to be used without permission.
- 28. Saving a thousand words! Company Objectives or Strategy Sales Marketing Operations Services/Pro Finance duct devt Business Model Canvas Achieves this in most cases d im _ e n try_ d a te d im _ re ve n u e_ d ivisio n d im _ re ve n u e1 d im _ in ce p tio_ d a tetek e y P K d im n _ d a _ PK d im _ re v e n u e_ d iv is io n _ k e y PK d im _ re v e n u e_ k e y dP K_ e xpim _ d a te _ k e y im d iry_ d ca le n d a r_ d a te d im _ co st_ ce n tre D ivisio n C o d e so u rce P K d im _ d a te _ k e yA T E _ ID D Team u n iq u e_ ke y d im _ p ro ce sse d ca letedca l_ d a y_ in _ w e e k _ d a n a r_ d a te D A T E _ ID PK d im _ c o s t_ c e n tre _ k e y D e p a rtm e n t n e tw o rk_ a lig n e d ca le n d a r_ d a te l_ d a y_ in _ w e e k_ n o ca co m p a n y_ g ro u p in g risk _ typ e _ co d e P K d im _ d a te _ k e y l_ d a y_ in _ w e e k ca d im _ in sta llm eD t_ T E teID n A da _ ca l_ d a y_ in _ m o n th co st_ ce n tre ca l_ d a y_ in _ w e e k _ n o D ivisio n risk _ typ e _ d e sc d im _ tra n sa ctio n ca l_ d a y_ in _ w e e kd a y_ in _ ye a r ca l_ d ss _ u p d a te_ tim e sp e cia lty_ o r_ re in su ra n ce d ire ct_ o r_ re in su ra n ce _ fla g ca le n d a r_ d a te P K d im _ d a te _ ca l_ d aca l_ d acae k_ mo ththn o key y_ in _ o n y_ in _ w e l_ m n n _ o d im _ first_ lo a d _ dT E _ ID D A a te ca l_ d a y_ in _ ye a r sp e cia lty_ o r_ re in su ra n ce _ d e sc d ire ct_ o r_ re in su ra n ce _ d e sc PK d im _ tra n s a c tio n _ k e y ca l_ d a y_ in _ m o l_th o n th ca n m co n tro l_ n o tre a ty_ o r_ fa cu lta tive_ fla g ca l_ d a y_ in _ w e e k o n th o ca le n d a r_ d ca l_ d aca l_ mye al_ _ no n th _ n a m e a te P K d im _ d a te _ ca l_ d a y_ in _ wy_e km n o th m key in _ ca r ca l_ _ e b u sin e ss_ u n it_ co d e tre a ty_ o r_ fa cu lta tive_ d e sc I_ T R A N S A C T IO N _ ID D A T E _ ID ca l_ m o n th_ no n l_ q u a rte r_ n o ca o ca l_ d a y_ in _ m o n th o n th _ n a m e ca l_ m d ss _ u p d a te_ tim e p ro p o rtio n a l_ fla g In sta llm e n tN u m b e r ca l_ d a y_ in _ w e e ko n th ca le n d a r_ d ca l_ d aca l_ mye al_ q uca l_ q un o r a te y_ in _ ca r a rte r_ a rte p ro p o rtio n a l_ d e sc T ra n sa ctio n T yp e C o d e ca l_ d a y_ in _ wl_e k _ n o ca e m D A T E _ ID ca l_ m o n th _ no n th_ n ca l_ ye a r o am e to r_ co d e T ra n sa ctio n T yp e S h o rtN a m e ca l_ d a y_ in _ ml_ n th rte q u...rte r ca o a ca l_ a ca l_ d a y_ in _ wl_e ko n th q uca l_ yen o ca e m r_ ar to r_ d e sc T ra n sa ctio n T yp e N a m e ca l_ d a y_ in _ ye aq u a ca l_ r fa ct_ re ve n u e ca l_ d a y_ in _ wl_e k_n th _ n ...rte r ca e m o n o am e p a _ m a jo r_ ro le T ra n sa ctio n G ro u p C o d e ca l_ m o n th _ n o ca l_ d a y_ in _ ml_ q uca l_ yen o ca o n th rte r_ a ar p a _ m in o r_ ro le T ra n sa ctio n G ro u p ca l_ m o n th P K ,F K 1 d im _ re v e n u e_ k e y ca l_ d a y_ in _ ye aq u...rte r ca l_ r a ro le T ra n sa ctio n A lp h a C o d e ca l_ m o n th _ n a m e P K ,F K 2 0 d im _ u ltim a te _ u n d e rw rite r_ b u s in e s s _ a s s o c ia te_ k e y ca l_ m o n th_ n o ye a r ca l_ in te rm e d ia ry_ d ire ct_ fla g T ra n sa ctio n N u m b e r ca l_ q u a rte r_ n o ca l_ m o n th ... in te rm e d ia ry_ d ire ct_ d e sc d im _ p o licy_ ke y ca l_ q u a rte r FK2 d im _ tra n sa ctio n _ ke y ca l_ m o n th_ n a m e b ro ke ra g e_ o r_ fe e P o licyA lp h a C o d e ca l_ ye a r FK3 d im _ p o licy _ ke y ca l_ q u a rte r_ n o va t_ co d e P o licyN u m b e r ... FK4 d im _ re ve n u e _ d ivisio n _ ke y ca l_ q u a rte r co m p e n sa tio n_ typ e ve rsio n _ n u m b e r FK5 d im _ co st_ ce n tre _ ke y ca l_ ye a r d im _ o rig in a l_ b u sin e ss_ a sso cia te re fe re n ce se ctio n _ n u m b e r FK6 d im _ o rig in a l_ cu rre n cy _ ke y ... d im _ a ssu re d _ b u sin e ss_ a sso cia te re fe re n ce _ d e ta ils p_v_s FK19 d im _ le d g e r_ cu rre n cy_ ke y P K d im _ b u s in e s s_ a s s o c ia te_ k e y Data is modeled FK7 d im _ e n try _ d a te _ ke y a cco u n t_ in d ica to r H a rd C u rre n cyC o d e d im _ re a ssu re d _ b u sin e ss_ a sso cia te P K d im _ b u s in e s s _ a s s o c ia te_ k e y d ss_ u p d a te_ tim e S o ftC u rre n cyC o d e FK8 d im _ in ce p tio n_ d a te _ ke y d im _ u n d e rw rite r_ b up a _ co d e sso cia te sin e ss_ a C o m p a n yID P K d im _ b u s in e s s_ a s s o c ia te_ k e y FK9 d im _ e xp iry _ d a te_ ke y d im _ im m e d ia te _ u n d e rw ritea _b u sin e ss_ a sso cia te p a _ co d e n u m b e r b r_ A ssu re d P K d im _ b u s in e s s _ a s s o c ia te_ k e y FK10 d im _ p ro ce sse d _ d a te _ ke y d im _ u ltim a te _ u n d e rwp a _ r_ b u sin a _b e r_sso cia te rite co d _ n p e ss_ a le ve l bae um ba FK11 d im _ in sta llm e n t_ d a te_ ke y b u sin e ss_ ca te g o ry_ co d e P K d im _ b u s in e s s_ a s s o c ian a mk e y b a _ te_ e b a _ n p a _b e r_ le ve l um ba FK12 d im _ first_ lo a d _ d a te_ ke y B u sin e ssC a te g o ry d im _ P K rm e d ia ryu s insin_ co d e ssoian cb ae id in te d im _ b _ b u p a e ss_ a o c _ te_ k _ y e s s_ a s s b a ciaa m e te p a _ b a _ le ve l FK13 d im _ o rig in a l_ clie n t_ b u sin e ss_ a sso cia te _ ke y P ro ce ssin g T e ch n icia n ID p a _ cob a _ n u m b e r de d im _ p o licy on desired cb a _ n a m e b u s in e s n ua s_ b r aia te_ a e id ba_ m s oa le cb _ P K d im _p a _ co d e s _p ab e bc__ nve lke y am FK14 d im _ a ssu re d _ b u sin e ss_ a sso cia te_ ke y P ro ce ssin g T e ch n icia n N a m e cb scb a _ id cb a _ id a _ n a m e PK d im _ p o lic y_ k e y O rig in a lP ro ce ssin g T e ch n icia n ID b a _ n u m_ b ab a _ve lm e scb a _ a _ n a m e p a b e r _ le n a FK15 d im _ re a ssu re d _ b u sin e ss_ a sso cia te_ ke y scb p a _ co d e b a _ len acb e _cb a _ n a m e id p a _ b a _ vem a id l FK16 d im _ u n d e rw rite r_ b u sin e ss_ a sso cia te _ ke y O rig in a lP ro ce ssin g T e ch n icia n N a m e scb p a _ n a m e b a _ n u m_ n a ma _ id a _scb ae id a _ n a m e _ P o licy _ ID D e p t1 N a m e b a b ecb e cb n a m p a _ n inm e co m p a n y_ fla g r te r_ FK17 d im _ im m e d ia te _ u n d e rw rite r_ b u sin e ss_ a sso cia te _ ke y p a _ b a _ a _ id l a _ nscb e scb a _ n a ma cb le vecb a m a _ id e FK18 d im _ in te rm e d ia ry_ b u sin e ss_ a sso cia te _ ke y P o licy _ n u m b e r D e p t2 N a m e in te r_ co m p a n y_ d e scrip tio n b a _ n a m e n a ma _scb a p a _ n inm e co m p a n y_ fla g cb a _ scb e id _nam e a te r_ ... P o licy _ A lp h a D e p t3 N a m e p a _ ro le cb a _ id a _ id a _p a _ ne m e in tem p a n y_ a n g d e scrip tio n scb scb n a m a in te r_ co r_ co m p fla y_ In ce p tio n_ d a te D e p t4 N a m e business p a _ p a re n t_ id cb a _ n a m epn a main te r_ co mpconro le n y_ d e scrip tio n in te r_pa _ y_a g D e p t5 N a m e Operational scb a _ a _ n em e a m p fla E xp iry _ d a te p a _ p a re n t_ n a m e scb a _ id_ n a m e cote r_a n y_pa _ p a ree scrip tio n p a _ ro le n y_ d n t_ id p p a in te r_ in m p co mp a _ p liq u n t_ te d_ fla g a fla g U n d e rw ritin g _ Y e a r D e p t6 N a m e pa_ a id id a scb a _ ntem in te r_ co mroa ngp a rescrip tio nn a m e n t_re S u m _ A ssu re d _ D e scrip tio n D e p t7 N a m e in a r_e m pp a _ pfla y_ d e idp a _d_ fla ss_ co u n try_ co d e co a n y_ le liq u a te a d d re d im _ o rig in a l_ cu rre n cy p a _ n a m e p a _ ro lea _ pp a _n t_re n t_ n a m e g pa in te r_ co m pp n y_ a re p id a p a _ a d d re ss_ city a d e scrip tiod dn E xce ss_ A m o u n t_ D e scrip tio n A cco u n tE xe cu tive ID in te r_p a _ ro le n y_ p a g t_a re idt_a _d_ fla g ss_ co u n try_ co d e co m p a _ p afla n pliq u n a tea m e re pa re _ id n PK d im _ c u rre n c y _ k e y R isk _ T yp e _ C o d e A cco u n tE xe cu tive N a m e a p a _ a d d re ss_ co u n try in te r_ co m p a n y_ liq u idpntemp a _ gss_ co u n city co d e a _ a d d re d d re ss_ try_ d im _ le d g e r_ cu rre n cy R isk _ T yp e _ D e scrip tio n O rig in a lA cco u n tE xe cu tive ID p a _ p ad e scrip tio n fla p a _ p a re n t_ re n t_a a d_ a _ a p a _ ass_ co u n re g io n id e p a _ ro le d d d re d d re ss_ try p a _ a p d re ss_ city C u rre n cyC o d e R isk _ N a m e O rig in a lA cco u n tE xe cu tive N a m e p a _ p a re n t_pte _ a e d g ss_ co u n try_e _ d e scrip tio n liq u id ana d_ d re a m fla p a _ a p a _ typ co d e operating model p a _ p a re n t_ id_ a dp a _ ss_ co ss_ cityd re ss_ re g io n d p a _ a d d re ss_ co u n try PK d im _ c C rre nn cyN a m e u u rre c y_ k e y B u sin e ss_ T yp e _ C o d e A cco u n tE xe cu tive D e p t1 N a m e liq u idp a d_ fla g a d d re p a _ typco s_e scrip tio n a te d re u n try_ u n d en u m b e r d p a _ a ss_ co ue _ dg io n p a _ p a re n t_ n a mdp a _ ss_ city d d re ss_ re D a te _ O f_ B e co m in g _ E u ro B u sin e ss_ T yp e _ D e scrip tio n A cco u n tE xe cu tive D e p t2 N a m e p a _ a e co d d re p a _ a d d re ss_re au n try_ co d e un tryb e rsin e ss_ n a m e d d u n d n s_ b u Structure or liq u id a te d_ fla g dp a _ ss_ co ss__ dgnscrip tio n p a _ typ e s_eio m u C u rre nD a teo d ef_ Jo in in g _ E u ro cyC _ O L in e _ O f_ B u sin e ss_ C o d e A cco u n tE xe cu tive D e p t3 N a m e p a _ a d d re ss_re a d d re d u nresicun co d e n a m e p a _ a d city u n try 1 _ C u rre nD a tea m e L e a vin g_ E u ro cyN _ O f_ p a _ a d d re ss__ a dpnre ss_e _ g ioscrip e rsin e ss_ d u n s_ s_ b _ typ re n u m b tio n p a co udatry_ co d e L in e _ O f_ B u sin e ss_ D e scrip tio n A cco u n tE xe cu tive D e p t4 N a m e p a _ a d d re ss_ co u n tryd e n _sic 1 _ d e scrip tio n D a te _ O f_te _ O f_ Q u ittin u ro u ro p a _ a d d re ss__ typ e _ d d u n s_b e rsin ed e n a m e sicu co ss_ b1 D a B e co m in g_ E g _ E M a jo r_ C la ss _ O f_ B u sin e ss_ C o d e A cco u n tE xe cu tive D e p t5 N a m e p a cityd u n g io n m p a _ a d d re ss_ res_ scrip tio n sic 2 _ co d e e nu p a _ a d d re ss_n s_dnun s_ e r sin e1 _ d e scrip tio n try sic 1 _sic d e co D a te _ O f_n kin g_g_ E u ro L e tte r B a Jo in in L e d g e r_ M a jo r_ C la ss _ O f_ B u sin e ss_ D e scrip tio n A cco u n tE xe cu tive D e p t6 N a m e d e co u scrip b u p a _ typu _ d enu m btio n sic ss_ n2 _ de scrip tio n am p a _ a d d re ss_n s_sic 1 _sicss_d e 2m co d e n_sic 1 _ scrip tio e D a te _ O f_ Le d _ E u roE u ro g Jo in e a vin g_ _ F la M in o r_ C la ss _ O f_ B u sin e ss_ C o d e A cco u n tE xe cu tive D e p t7 N a m e d u re g io n e d u n s_ n u m bb u sinco d e n a sic 3 _ co d e er e p a _ typ e _ dsic 1 _ co d1 _sic 2 _sic 2 _ d e scrip tio n e scripsic n tio e co d e n D a te _ O f_se u ittinrre n cy_ F la g B a Q _ C u g_ E u ro L o ca l_ P ro d u ct_ C o d e S o u rce S yste m d u n s_ b u sin e ss_ d e scrip3 _sic d _ d e scrip tio n n a m sic tio co 3 e e B a n kinL e d g e r_e r_ rre tte r _ F la g g_ L e d g C u L e n cy d u n s_ n u msic 1 _ d e scrip tio_ d e scrip tio n ber sic 2 L o ca l_ P ro d u ct_ D e scrip tio n T o ta lT ra n sa ctio n T yp e sic 1 _ co d e sic 2 _ co d e n crd _ id Jo in e d_ o _ E u_ F_ R a te d u n s_ b u sin e ss_sic 2 _e e3 _sic 3 _ d e scrip tio n n a m sic co d e n T E u ro ro la g L o ca l_ P ro d u ct_ C a te g o ry_ C o d e T o ta lP o licy sic 1 _ sic scrip tio n d scrip tiod e le te d d e 2 _ co d e B a se_ Crorre_ E u _ F_ Rg te sic 1 _ co d e sic 2 _ d e scrip tio_crdscrip tio n sic 3 d e _ id F u m n cy ro la a L o ca l_ P ro d u ct_ C a te g o ry_ D e scrip tio n T o ta lT ra n sa ctio n sic 2 _ co d e sic 3 _ co d ed e le te ss _ u p d a te_ tim e n Model derived dd L e d g e r_e fa u lt_ C a sh b o o k_ C u rre n cy D C u rre n cy_ F la g d ss _ u p d a te_ tim e sic 1 _ d e scrip tio nsic 3 _crd scrip tio n _ id G lo b a l_ P ro d u ct_ C o d e sic 2 _ sic scrip tio n d e d d e 3 _ co d e T o _ E uR o ylin e _ C u rre n cy _ C o d e ro _ R a te sic 2 _ co d e sic 3 _ d e scrip tio te ss _ u p d a te_ tim e d e le d G lo b a l_ P ro d u ct_ D e scrip tio n sic 3 _ co d e crd _ id n F ro m _ A IF la_ R a te E u ro g sic 2 _ d e scrip tioidd e le tess_ u p d a te_ tim e n d G lo b a l_ P ro d u ct_ C a te g o ry_ C o d e sic 3 _ crdscrip tio n d de _ D e fa u lt_ C _ u p b o o k_tim e n cy sic 3 _ co d e d e le ted ss_ u p d a te_ tim e d ss a sh d a te_ C u rre G lo b a l_ P ro d u ct_ C a te g o ry_ D e scrip tio n crd _ id d sic 3 _ d e scrip tio u p d a te_ tim e R o ylin e _ C u rre n cy_ C o d e R e n e w a b le_ In d ica to r d ss n d e le te d _ crd _ id A IF la g m ip _ co d e d ss_ u p d a te_ tim e d ss_ u p d a te_ tim e d e le te d d ss _ u p d a te_ tim e 29/11/2012 d ss _ u p d a te_ tim e 28 TAH Copyright, not to be used without permission.
- 29. Value creation from data - Is it so different? Realistic assessment of your current status and ability Assign business owner who constructs the strategy, based on its ability to add value Develop a value framework for the business Framework becomes an agreed and sponsored plan Don’t lead with technology Don’t ignore culture and people issues to start 29/11/2012 30 TAH Copyright, not to be used without permission.
- 30. Value creation from data - Is it so different? Realistic assessment of your current status and ability Assign business owner who constructs the strategy, based on its ability to add value Develop a value framework for the business Framework becomes an agreed and sponsored plan Don’t lead with technology Don’t ignore culture and people issues to start 29/11/2012 31 TAH Copyright, not to be used without permission.
- 31. Value creation from data - Is it so different? Realistic assessment of your current status and ability Assign business owner who constructs the strategy, based on its ability to add value Develop a value framework for the business Framework becomes an agreed and sponsored plan Don’t lead with technology Don’t ignore culture and people issues to start – this is not a project 29/11/2012 32 TAH Copyright, not to be used without permission.
- 32. People who work with TAH perform better Leaders who achieve success, are able to…… Stand in the future, and look backwards ….. for insight! 29/11/2012 [email protected] | +44 784 167 3116 | @philipwlouis 33 TAH Copyright, not to be used without permission.
Editor's Notes
- #7: This illustrates how one can combine the use of an IM layer and business rules maintenance interface to support Information Governance. Each of these offers us the opportunity to engage with the client for the long time.
- #8: This illustrates how one can combine the use of an IM layer and business rules maintenance interface to support Information Governance. Each of these offers us the opportunity to engage with the client for the long time.