How to run a successful IG program
Organisations are often mature in Business Intelligence and Master Data Management, but have struggled with complex, opaque and ineffective Information Governance (IG) programs or have completely avoided the challenge in the first place. By neglecting IG, they risk undermining their Analytics, Big Data and Data Science ambitions. Also, large organisations often struggle with volumes of data policies and procedures that are either out of date or poorly enforced.
Enterprises often fully understand the benefits from IG programs, that include:
- enabling better/smarter analytics, more credible reporting and forecasting
- reduced data complexity and process redundancies
- facilitating regulatory compliance around data lineage/traceability (e.g. Basel regulation BCBS 239 for larger banks)
- understanding what is being pumped into the large and complex data lakes
- preventing costly, data-related delays in large implementation programs
It is not the what or why, but the how that organisations want to understand better. How do you set up your IG program in a way that it produces effective results, across all relevant business units, departments, core systems and business processes?
Components of an Information Governance program
Capgemini recommends a structured approach to Information Governance that:
- breaks down the often significant IG workload into manageable, prioritised activities
- engages and involves all relevant Business and IT stakeholders
- iteratively produces a constant flow of deliverables.
We usually take a data domains-centric approach. This is where organisations often lack experience.
To ensure success, IG programs need to be practical, pragmatic, active, inclusive, business value-driven, and solution-focused. And once the IG foundation is built – and the guiding principles of efficiency, enforcement and enablement are being followed – such programs can become highly successful, with significant return on investment and deeply engaged stakeholder communities.
A wealth of experience in “Operationalising” Information Governance:
It is important that IG programs are metrics-driven and managed by pre-defined key performance indicators that are aligned to the business drivers. This often challenges organisations to monitor their program’s effectiveness. But it is a necessary capability towards generating real-world cost savings and business value.
A key step is for all stakeholders to acknowledge that it is the Business that owns, leads and prioritises IG, while IT operationalises, drives and supports IG. Therefore, IG should be a responsibility under the Chief Data Officer.
Capgemini’s IG framework (“QuickStart IG” for less mature organisations, “Active Data Governance” for more mature clients, esp. in financial services), accelerators, templates, catalogues and best practices are based on our countless client engagements across different industries, countries and cultures.
Clients often ask us to:
- assess their IG maturity and IG program complexity
- prioritise their IG activities
- develop their IG organisation, their business benefits model, their IG roadmap and messaging storyboards
- measure relevant DQ metrics
- manage reference data and hierarchy data effectively
- help them implement Business Glossary, Metadata Management and Data Governance tools.
Whether you need advice on direction at the early stages of implementation, a knowledgeable sounding board to work with you along your journey or a competent and experienced technical partner who can operationalise your IG program, Capgemini can help.
We will ensure your IG program starts successfully and endures once the organisation has become self-sufficient in how it manages its wide-ranging Information Governance interests.
To enable your organisation’s Information Governance journey, write to us at Insights.email@example.com contact: