Many organizations run mature BI, DW, Analytics or even Big Data projects at a fairly advanced level, but their underlying Information Governance (IG) maturity is often relatively poor. This may be due to:
- a lack of awareness or capability
- to avoid the complexities of IG
- office politics
- a history of failed attempts
Sometimes they simply feel overwhelmed by the more advanced IG concepts so often promoted by consultancies and vendors. Senior IT and Business managers at a large UK business services company were frustrated that their BI and Analytics projects were delayed and not delivering the expected outputs, while sending away a string of consultancies trying to sell IG concepts.
A surprisingly large number of organizations do not even have a dedicated IG function and are not aware of the criticality of a solid IG framework to the success of their ongoing Information Management projects.
It is in such medium-sized organizations – or in under-developed divisions of larger organizations – where a more simplified version of IG can yield more tangible, more visible, more immediate, more cost-effective and more sustainable business benefits.
To run IG effectively requires many components:
- executive sponsorship
- a realistic plan
- appropriate decision-making bodies
- legal expertise
- experience in orchestrating dozens of stakeholders
- dedicated resources
- perseverance etc.
So it is notoriously difficult even under ideal circumstances. But the longer you wait, the more challenging it will become.
[this is part 2 in a 14-part blog on Capgemini’s “QuickStart Information Governance” framework]
For more information on QuickStart Information Governance, please contact Ralf Teschner.