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India Hardy for DeloitteArk Conference: Information and Data Governance (Sydney)14 December 2010
Social Media: the Good, the Bad and the Ugly
The importance of Information Governance in the digitally networked age
How can companies today:
1. Exploit the value of collaboration tools such as social
media?
2. Manage the right balance between ‘need to know’
and ‘obligation to share’?
3. Minimise the risk of inappropriate sharing of
company information through effective governance?
What’s happening?
Deloitte is one of the leading global strategy consulting firms with a broad international Social Media expertise.
# CompanyGlobal Revenues
in million US$Global
Growth1 McKinsey 2,716 2.5%2 Deloitte 2,497 17.7%3 BCG 1,776 4.3%4 Bain 1,403 3.2%5 Accenture 1,164 9.0%6 IBM 1,036 9.0%7 KPMG 951 9.3%8 Oliver Wyman 685 0.4%9 Booz 662 7.5%
10 PWC 650 6.6%
* Global Consulting Marketplace 2009, Kennedy Consulting Research, Statistics based on different fiscal years
Worldwide Presence
Four service areas• Audit• Consulting
• More than 165,000
employees in 140 countries
• More than 50% of the world’s biggest companies work with Deloitte
• Corporate Finance• Tax
Uniquely Combining Strategy and Operations
Strategy Operations Implementation Outsourcing
McKinsey
BCG
Accenture
Bain
Deloitte
CapGemini
IBM
Bearing Point
Roland Berger
Booz
Oliver Wyman
A.T. Kearney
Leading Global Strategy Consulting Firm*
Selection of global Enterprise 2.0 and Business 2.0 clients
4
Deloitte walks the talk – by deploying Enterprise 2.0 tools which positively impact collaboration, communication and knowledge sharing.
5
D StreetOfficial social networking sites where
practitioners connect with others
Deloitte Innovation An innovation portal was established to
collect ideas and facilitate cross-department collaboration
D WikisUsers collaborate on a variety of work from
client engagements to internal activities
Social Media Community of PracticeGlobal forum for the contribution and exchange
of information, knowledge and experience about Social Media
Gartner: D Street Case study
Deloitte Microblogging via YammerDeloitte’s microblogging platform (based on Yammer) grows rapidly in terms of signups
and usage, currently containing 1,883 members and 5,812 messages.
Deloitte Internal Social Media Projects
SocialcastUnofficial social networking site where global practitioners connect and discuss
about trending topics
‘Clomosoda’
– Cloud + Mobile + Social + Data
Major trends in a word:
The way we use and interact with the web is in a constant state of change.
Today the web rules our world – from the way we move information, to the way we consume content.
Global online population is 1.9 billion.
Today we carry the internet in our pockets.
The web is social.
The ongoing integration of Enterprise 2.0 into business software demonstrates the increasing role of Social Media in companies.
1Increasing social networking use will replace e-mail usage Social networking services will partly substitute e-mail as the primary vehicle for interpersonal business communications, as social networking will prove to be more effective than e-mail for certain business activities such as status updates or internal communication
5 Social computing policies become increasingly importantMultiple options of informal information sharing through Enterprise 2.0 applications include the risk of information leakage and PR disasters requiring strict policies that define the purpose and usage of Enterprise 2.0
3 Intranet is becoming the single entry point to Enterprise 2.0 platformsWhile the current usage of Social Media tools is often limited to small, disconnected teams without a broader enterprise strategy, the ongoing, integrated implementation of Social Media into corporate organizations will make the intranet the enterprise wide single entry point for Enterprise 2.0 applications, favored also by the growing options for customization of the starting site
2Employees’ adoption of smart phones will rise constantlyFirms can expect and have to react to getting increasing adoption and use from smart phone applications by all but especially younger employees
9Source: Deloitte Research, Forrester, Gartner
4 Enterprise platforms get a social layerA growing number of established software vendors include Enterprise 2.0 features into their product lines, driving the implementation of Social Media tools in large corporations
Further growth and trends will reshape the importance of Enterprise 2.0 in coming years.
6 9 Rising need for community managementTo efficiently manage moderation, administration and participation of social communities as well as to foster in the initial engagement with employees, a centralized community management gets increasingly important
8 Automated compliance monitoring as an increasingly important feature of Enterprise 2.0 Especially public companies and regulated industries where the usage of Enterprise 2.0 contains the problem of detecting local and foreign compliance violations, benefit from automated compliance monitoring as a feature of Enterprise 2.0 software solutions
7 Increasing relevance of social search functions, analytics and filteringTo benefit from the growing volume of information available through Enterprise 2.0 tools, search functions and filtering of information becomes the key to make Enterprise 2.0 an efficient working tool
10Source: Deloitte Research, Forrester, Gartner
10 Microblogging will be subsumed as a feature in enterprise social software suitesEnterprises will increasingly use activity streams including microblogging but prefer integrated software solutions over stand-alone enterprise microblogging services
Increased bundling of Enterprise 2.0 toolsCompanies benefit from growing Enterprise 2.0 feature-bundlings of vendors, as they reduce implementation, integration and licensing costs
Introduction tosocial media and Gov2.0
Social media refocuses the organisation on to the individual, and can open transparent dialogue across boundaries.
Social media shifts focus from the organisation to the users. Social media can be best described as:
A paradigm shift to user-generated content: text, images, video or audio created by users of a service and published on that service, such as videos on YouTube. Social media encourages dialogue, and users’ input into these dialogues may take a variety of forms.
Extending the control and flow of information to the users and communities that consume it. Personalisation, customisation and rating and reviewing content are some ways that information is being managed by consumers.
Opening new channels of communication to drive interaction and dialogue. Older models of one-way broadcast communication are being enriched with technologies which encourage dialogues and ongoing communication between parties.
“Social media is the use of electronic and Internet tools for the purpose of sharing and discussing information and experiences with other human beings” – Wikipedia.com
Source: Deloitte research
12
Amazon encourages users to provide feedback on products being sold, feedback which helps other users
make purchasing decisions
BigPond uses Twitter to respond to customer concerns and trouble-shoot technical difficulties
Embracing collaboration and “wisdom of the crowds” for collective value. When presented to a larger audience, complex problems can be approached from a multitude of ways, and group decisions offer improved satisfaction for end users.
Understanding how social media tools and technologies can be used for different purposes helps structure collaboration.
Social media includes an ever-growing range of technologies and tools – and choosing the right platform is crucial to ensuring success.
Social media type Platforms What it offers Example
Social NetworkingTechnology that allows users to leverage personal connections to link to and communicate with friends, family, colleagues or others with shared interests
BlogsSimple online journal entries or update messages which support text, photos or video
Mashable
Crowd-sourcingCollaborative platforms that allows users to easily create and edit the content, leveraging the expertise of its users
Wikipedia
RSS
(Really Simple Syndication)
Technology that lets users subscribe to, collect, and read regularly updated content feeds such as blogs, sound files, news, weather, and other information
Google Reader
Presence and Microblogging
Very lightweight and portable software which allows users to share their status by publishing brief text updates, typically via the web, text messaging, IM, or email
Social Bookmarkingand Tagging
Allows users to store bookmarks they wish to remember / share publicly and tag the bookmarks to facilitate searching and sharing with others
Digg
Online Photo and Video Sharing
Websites that allow users to easily view, share, rate, and/or respond to media such as photos, video, and documents without the need to install any special software
YouTube
Source: Deloitte research
13
Versus
Traditional Media
“Interrupt the mass audience”
• Structured
• Siloed
• One size fits all
• Passive audience
• Top-down, one-directional
E.g.: newspaper publishing, providing one structure and content of news for all readers
Social media
“Engage the individual”
• Flexible
• Collaborative
• Communities
• Engaged users
• Top-down, bottom-up, and lateral
E.g.: social bookmarking tool, showing popular news articles and allowing commenting on them
Mass audience
Organisation
Push
Provide
Targetedparticipative
audience
Organisation
PushPull
The move from traditional media to social media affects the relationship between the content publisher and the audience. The top-down relationship is updated with a collaborative, two-way relationship, characterised by a dynamic, personal experience.
Source: Deloitte research
14
Power lies with: institutions, platforms, and technology
Power lies with: users, communities, and experiences
Shifting from traditional media models to social media models creates a new engagement model.
Understanding Gov 2.0 – adopting a truly collaborative approach.
Gov 2.0 refers to how governments can use the power of Web 2.0 tools – including social networking, wikis and blogs – to change the way they operate, in three main areas:
The relationship with the audience/users is most relevant. Improving engagement through Gov 2.0 provides specific benefits :
Integrating dialogue in the task of sharing information with the individuals and communities who consume it, allowing two-way transparency and responsiveness, and helping audience understand information provided.
Offering additional and varied methods of engaging with individuals and communities, driving active participation and engagement in the activities of government, and receiving feedback on effectiveness of these activities.
Opening up public sector information (PSI) for wider usage, identifying data reuse, repurposing and republishing opportunities which can drive new knowledge and insights, and increasing accuracy, efficiency and effectiveness of activities which draw upon PSI.
Creating new and improved opportunities for establishing connections between previously separate entities, leading to opportunities for improved processes, simplification of paths of communication, and increased information sharing and discussion.
“Government 2.0 involves a public policy shift to create a culture of openness and transparency, where government is willing to engage with and listen to its citizens.” – Engage: Getting on with Government 2.0.
Source: Deloitte research
Streamlining internal processes
Improving cross-departmental communication
Improving engagement with audience/users
15
Other government Gov 2.0 engagements.
16
Organisation Project Social media type
How does it succeed? Link
Center for Disease Control – USA Facebook Frequent posting about health issues, CDC offerings, and social media tools and widgets – appealing to a wide range of audience needs.
Clear disclaimer regarding not being responsible for comments and images posted by 3rd parties.
http://www.facebook.com/CDC
My Society – UK
Fix My Street Mash-up Provides simple and easy access to request government to perform repairs.
http://www.fixmystreet.com
My Society – UK
They Work For You
Mash-up Provides simple and easy access to government information by collating and displaying all government activity for the representative for a user’s location, and providing options to contact them.
http://www.theyworkforyou.com
Open Australia Mash-up Provides simple and easy access to government information by collating and displaying all government activity for the representative for a user’s location, and providing options to contact them.
http://www.openaustralia.org
Future Melbourne Collaboration Generated high-quality input from participants over a 4 week period, with no spam or off-topic input. Requirement for registration created a barrier to casual users with malicious intent.
http://www.futuremelbourne.com.au
WebCitizen – Brazil
Vote Na Web Mash-up / Collaboration
Encourages engagement in democratic process by allowing users to vote on topics being considered by the government.
http://www.votenaweb.com.br
Other governments and organisations around the world are engaging in social media for Gov 2.0 purposes, breaking down barriers to communication and encouraging citizens to share their thoughts and opinions.
Australian Gov 2.0 documents.
17
Title Author/Publisher Contents Link
Engage: Getting on with Government 2.0
Government 2.0 Taskforce, Australian Government
Explains Gov 2.0 in great detail, with advice on both high level philosophical issues and finer points of implementation.
http://www.finance.gov.au/publications/gov20taskforcereport/index.html
Project report: “Adoption, Barriers, Best Practice and Recommendations of Gov 2.0 in Government”
Government 2.0 Taskforce, Australian Government
Extremely detailed information about management of barriers to engaging with Gov 2.0, can provide advice and inspiration.
http://gov2.net.au/files/2009/12/Project-2-and-3-Final-Report.doc
Response to “Engage”
Australian Government
Explains Federal Government’s approach to Gov 2.0, including recommendations for government employees’ online behaviour and licensing of government material online.
http://www.finance.gov.au/publications/govresponse20report
Future Melbourne Wiki Post Implementation Review
City of Melbourne & Collabforge
Documents learnings and insight gained from a successful collaborative project.
http://www.futuremelbourne.com.au/wiki/pub/FMPlan/WebHome/Future_Melbourne_Wiki_Post_Implementation_.pdf
The Australian Federal Government has led the world with their ground-breaking research into Gov 2.0, “Engage: Getting on with Government 2.0”. This and other documents are listed below for further reading.
Case study:
Risk Management Framework deployed for the US Intelligence Community
Example: Wikileaks. Behavioural, cultural and technology measures, if implemented, can reduce risk of inappropriate sharing of information.
19 © 2010 Deloitte Touche TohmatsuSocial Media: the Good, the Bad and the Ugly
Technology accessing metadata would have provided pattern analysis of who in the ranks was accessing information not relevant to their roles, and could have flagged
access to 250,000 leaks sooner than later.
Improved whistle-blowing mechanisms internally would have provided a mechanism for matters to be dealt with separately, independently and in a managed way.
A culture of transparency should be maintained internally, lead from the top, creating a sense of ‘nothing to hide’. Clearly certain information should remain
controlled, such as M&A data, however the leadership team should encourage an open dialogue with employees. Deloitte does this through a number of channels, including
Yammer (show examples of usage).
Similarly a culture of transparency should be maintained externally. Errors, mistakes, faults should be communicated early with full candour and availability of
information. This will help promote positive, open dialogue and will reduce the shock factor or a sense of having something to hide. People want to know, the information is
going to find its way out – best companies manage the flow directly.
The need for better information sharing across Intel agencies has led to the adoption of a number of information sharing strategies.
Markle FoundationGovernment
Accountability OfficeWMD Commission
Report of the Inquiry intoAustralian Intelligence
Agencies (Flood)9/11 Commission
InformationSharing
Focus
MajorFindings OnInformation
Sharing
Quotable
Examine failures in uncovering the 9/11 plot owing to poor information sharing across agency boundaries
Study the nature of information sharing with an emphasis on decentralized, trusted networks
In several reports, assess progress toward improving information sharing in intelligence, HLS, and CIP
Analyze the sharing and analysis of intelligence leading up to the second Iraq War
Provide advice on the current division of labour among intelligence agencies and communication between them
• Provide incentives that promote information sharing
• Bring the national security institutions into the information revolution
• Create decentralized, trusted information networks across the federal government
• Build a networked community for homeland security
• Reduce gaps across federal agencies and with state and local government and the private sector
• Create horizontal information sharing and integration
• Need for improved coordination across information sharing initiatives
• Acknowledged that information sharing is a ‘High Risk Area’ for the U.S. Government
• Improve federal-state-local arrangements
• Create a single focal point for information sharing under DNI
• Establish uniform standards and break down policy and technical barriers
• Expand beyond Intel Reform to share all intelligence, not just terrorist-related data
• Communication between agencies is extensive and constructive
• Division of effort between assessment agencies needs refinement and contestability better managed
“The biggest impediment to all-source analysis is human or systemic resistance…”
“Every day our LE and intelligence agencies…and private companies receive information that might be relevant to uncovering a terrorist plot…”
“The DNI could take an important, symbolic step of jettisoning the term ‘information sharing’ in favor of information integration or access”
“In developing a new architecture, the IC should review architectural principles and seek to maximise the opportunities for collaborative intelligence across the community”
“In the absence of comprehensive information sharing plans, many aspects of homeland security information sharing remain ineffective and fragmented”
Source: ODNI/CIO, Joint IC/DoD Data Services: Addressing the Challenge of Transforming Enterprise Information Sharing, 27 May 2008; and Flood Review (July 2004)
The US IC has determined that there are a number of constraints that need to be overcome to enable better information sharing.
Dimensions
Policy Policy doesn’t exist to enable information sharing through
common data and interface standards
Certification and Accreditation are complex and lead to information stove-pipes
Current Security Policies are focused on a “Need to Know” paradigm which provides limited support for the unanticipated user
A complication exists for Commonwealth partners where there is a need to operate in accordance with the policy, legal and technical channels established under agency-agency counterpart arrangements
Process Limited governance process in place to ensure IC-
wide controls are in place for reusable services and data standards
Current CM processes are based on independent systems and source code with minimal external system dependency tracking
Process gaps exist between the IC and Defence which is impeding information sharing across boundaries
Technology Differences in architectural platforms make it difficult
to re-use existing systems in traditional architectures
Information cannot be securely discovered and consumed outside of the controlling institution, and often cannot be discovered within
Analysts often have no mechanism to search across multiple data sources, aggregating the data to run through applications and other processes
Budget IT Portfolio Management and Budget decisions are
based on multi-year acquisition programs which are resistant to change
Operations and maintenance costs are a rising percentage of the budget
Duplicate data entry and manual data reconciliation create higher labor costs
Integrating data stovepipes is expensive
The DNI Information Sharing Strategy articulates a technical vision for closer integration and collaboration across the US IC.
Former Director of National IntelligenceMike McConnell
VISION: “An integrated intelligence enterprise that anticipates mission needs for information by making
the complete spectrum of intelligence information available to support all stages of the intelligence
process”
“The information sharing strategy is focused on developing a
‘responsibility to provide’ culture in which we unlock intelligence
data from a fragmented information technology
infrastructure spanning multiple agencies and make it readily
discoverable and accessible from the earliest point at which an
analyst can add value”
“The existing agency-centric IC must evolve into a true Intelligence
Enterprise established on a collaborative foundation of shared
services, mission-centric operations, and integrated mission
management, all enabled by a smooth flow of people, ideas and
activities across the boundaries of the IC agency members…This must
be built on a robust information infrastructure, based on a culture of information sharing, and supported
by a range of common services”
Source: ODNI/CIO, Analytical Transformation, Unleashing the Potential of a Community of Analysts, September 2008
A-Space: Enriching analysis
A common collaborative workspace for IC analysts, providing a shared access to corporate data and to numerous databases maintained by individual IC organisations– Configured as special enclave in
JWICS, and accredited to handle HUMINT CS and sensitive COMINT, open to over 9,000 analysts
Library of National Intelligence (LNI): Making discovery easer
Authoritative IC repository for all disseminated product, regardless of classification– Launched in Nov 07, currently
holding 750,000 products, growing by 20,000 products per week
Integrated Collection & Analysis Requirements System (ICARS)
Provides a common environment for nominating gaps, researching whether those gaps are already covered by existing requirements, and if not, enabling the creation of new requirements for submission.– Piloted in Aug 08 and made available via a
standardised web service
Executive Intelligence Summary (EIS)
Daily, web-based compendium developed by ODNI on the JWICS to summarise relevant, high-quality finished analytical products from across the IC and organised either by issue or region– Now contains automated ingests from European
Command & Central Control, DHS, DIA and CIA
National Intelligence Priorities Framework (NIPF)
Means to capture issues of critical interest to senior IC customers and communicating those issues to the IC for action– Updated semi-annually providing a common
foundation from which IC managers can make collection and analytical resource decisions
Intellipedia: Collaboration through Wikis
IC version of Wikipedia available on TS/SI/TK/NOFORN via JWICS, SIPRNet and at unclassified level– Now containing over 40,000
registered users and 349,000 active pages
Analytical Resources Catalogue (ARC) and Analyst Yellow Pages
ARC is a database on JWICS maintained by ODNI that captures basic contact data on IC analysts as well as information on skills, expertise and experience. Yellow Pages is a classified web-based phonebook derived from the ARC.– ARC has updated data for over
18,000 analysts and is being further developed into an IC Capabilities Catalogue (C3)
Catalyst: Linking disparate and dispersed data to aid intelligence discovery, analysis and warning
Relies on tagging data entities including such items as time, location, person names, etc in the raw intelligence, and linking this to metadata used by multiple IC agencies– Multi-INT experiment currently underway to address metadata
sharing, a common semantic ontology, and linking to indexed content in LNI and A-Space
This is a snapshot of some of the Social Media tools currently being deployed across the US IC.
At the heart of this approach is a need to move from a ‘need to know’ culture to one where there is an ‘obligation to provide’.
Strategic keystones, goals & objectives
Strategic keystones Intelligence retrieval and dissemination moves toward
maximizing availability All intelligence is discoverable and all intelligence is accessible
by mission Sharing requires greater trust and understanding of mission
imperatives Developing a culture that rewards information sharing is central
to changing behaviours Creating a single information environment (SIE) will enable
improved information sharingStrategic goals& objectives Institute uniform information sharing policy and governance Advance universal information discovery and retrieval Establish a common trust environment Enhance collaboration across the IC
VISION: “An integrated intelligence enterprise that anticipates mission needs for information by making the complete spectrum of intelligence information available to support all stages of the
intelligence process”
The ‘responsibility to provide’ culture is predicated on managing risks associated with the ‘dynamic tension’ between mission
effectiveness and unauthorised disclosure of sensitive information.
Source: ODNI United States Intelligence Community Information Sharing Strategy, February 22, 2008
Governance is an important part of the building blocks needed to address the multiple dimensions of the information-sharing challenge.
Building Blocks Key QuestionsDescription
Who are the program stakeholders? Is there a clear value proposition among partners, i.e., quid pro
quo or negotiated trade-offs? Are MOUs or service-level agreements required?
Have common needs and objectives been identified? What do customers/stakeholders expect of the organization?
Oversight and leadership that helps govern information sharing. How managers drive initiatives within organization and in cross-agencies. Standards and guidelines to ensure a consistent approach.
Are laws in place that authorize, mandate and/or enable the organization to share?
Do laws/regulations impede or constrain the organization/ people from sharing?
Are privacy and civil liberties sufficiently protected? Is the organization in compliance with current laws?
National policies, internal policies, rules of engagement, standards, and role of players internal and external to the organization.
Has sufficient funding been appropriated to support the initiative? Have incentive structures been developed? Is the funding reaching the appropriate level within the enterprise
to fully implement the sharing program? Who funds/should fund the initiative, i.e., public, private, or a
combination of the two?
Ability to obtain and provide resources for information sharing initiatives and external pressures (e.g., budget) that influence how resources are allocated and managed.
How is the organization structured? Does the organization communicate across all levels? How does the organization adapt to change? How responsive is
the organization to stresses and opportunities? How are decisions and conclusions reached?
The organizational approach and philosophy around sharing information and its ability to ‘realign’ and adapt as circumstances change.
Is there a common language or taxonomy and system for organizing, identifying and searching?
Can participants push and pull data? Is the system accountable and auditable? Are tools/mechanisms available to manage identities, authorize
and authenticate users, and ensure confidentiality?
The technology, systems, and protocols that provide the platform for enabling the sharing of information and that address security and privacy issues.
Degree of difficulty: Easy Hard Transformational impact on the IC: None Large
Deloitte’s Data and Information Governance Framework
Information Governance – a framework for business aligned information management.
Information governance can help organisations to share information securely, in a trusted and considered way, whilst delivering direct business benefit.
Implemented successfully, effective Information Governance will enable an organisation to:
• maximise their ability to exploit information assets – ultimately driving greater fact based decision making and insight
• embed effective structures and processes to actively monitor, improve and protect information
• promote a common understanding of the enterprise’s assets to enable information to be effectively repurposed
• leverage technology to support the monitoring and management of information assets
Information governance is not only about technology, it is
• a business driven initiative to effectively control and manage business information – ultimately focused on quality data
• focused on driving accountability across the enterprise from the top down
• strategic and therefore linked to continuous improvement programs – it is not a once off project to fix data quality
“Many enterprises lack a framework to ensure business alignment with their information
management (IM) strategies. Yet sound strategy is critical for prioritizing IM investments. Business
issues driving the urgency for a revitalized strategy include a renewed effort to use information as a
strategic asset” – R. Karel & J.G. Kobielus, Forrester Research 2009
Founded on Principles
Governance Framework
Organisation PoliciesStandards &
ProcessesTechnology
Managing Information as a Strategic Asset
Information Governance – information moves around an organisation like a currency, creating an economy that requires regulation.•The impetus for undertaking information governance initiatives may vary between organisations - from poor data quality, changes to the regulatory landscape, to just “we need a better way to manage our documents” – however, the ultimate benefits delivered are the same.
A strategic approach to Information Governance
IT initiatives typically spend in the order of 30% - 40% of their effort sourcing and transforming data - effective information governance can halve data management effort
Significant decrease in operational effort to produce accurate reporting across functions
Without a coordinated approach to data, technology platform work remains fragmented and delivers only a fraction of planned benefits
More effective sharing and reconciliation of data across functions (e.g. Finance, Asset Management) – reducing manual manipulation
A lack of effective governance will propagate resource dependencies ultimately degrading operational efficiencies gained through enterprise application delivery
Link enterprise data to enterprise KPIs – e.g. “How does my department support doubling EBITDA?”
Greater ability to leverage information across multiple business domains to gain enterprise insight
Improved transparency of information will enable effective risk management – all decisions are made on shared facts not interpretation of information
Effective data governance will reduce complexity and increase transparency of data dependencies to better serve customers
Deliver immediate improvement in marketing campaign effectiveness
By combining data governance and integrated branch data, a leading Australian Bank publically claims a doubling of the number of customers served in under two minutes
Embedding a culture of ownership and accountability for information isn't simple – success is based on a number of key factors.
Establish continuous and visible executive support from Information
Technology and Business
Start conceptually – don’t focus on organisational charts
Focus on the process and people aspects first – you can’t retrofit your organisation around
technology solutions
Ensure the right balance of resources – they should span
operations, technology and improvement
Design a lean and pragmatic governance structure
Ensure a strong and continued focus on Communications and
Change Management - training is essential
Be prepared to sell the benefits
Conduct a phased rollout of Governance Capability
Embedding an effective Information
Governance capability
• Focus on defining key governance capabilities and requirements first
• Early attempts to depict organisation charts tend to distract people from required practice and behavioural changes necessary for data governance to be effective
• Technology alone will not solve people and process problems
• Focus on the key processes and interaction points of Information Governance and drive the need for technology to enable and automate key activities
• Initiatives must bring together a the right mix of operational, technology, continuous improvement and change management resources
• Close engagement with IT is necessary to ensure that decisions or strategy are cognisant of information architecture, technology tools and standards, and systems
• Champion the strategic importance of data governance across senior business and technology stakeholders
• Ensure early, sustained and visual buy-in – Information Governance must be driven top-down
Early and visible support from the executive is essential and will ensure the commitment within the enterprise from the outset.
Establish continuous and visible executive support from Information
Technology and Business
Start conceptually – don’t focus on organisational charts
Focus on the process and people aspects first – you can’t retrofit your organisation around
technology solutions
Ensure the right balance of resources – ensure they span
operations, technology and improvement
• Aim for the least number of data owners possible – the more regional and departmental overlays, the greater the complexity
• Avoid meetings for the sake of meetings. Engage the right business and technology expertise when the issue or required decision demands it
• Engage and communicate continually with stakeholders to ensure they understand data governance vision, benefits and key activities
• Individuals nominated for governance roles must be equipped with the appropriate concepts, processes and tools to effectively meet their responsibilities. Deliver role-based, rather than generic training
• Ensure that the value of Information Governance can be easily articulated to stakeholders – this cannot be a theoretical exercise in the management of information
• Link Information Governance to program outcomes – value of enterprise solutions can’t be maintained without quality & control of data
• Commence rollout for a single business initiative and/or data domain
• Use strategic initiatives to deploy information governance capabilities
• Deliver tangible value early and refine structure, roles and mechanisms appropriately before extending more broadly across the organisation
Deploying governance requires tact – change management and quick wins will be critical in building a sustainable capability.
Design a lean and pragmatic governance structure
Ensure a strong and continued focus on Communications and
Change Management - training is essential
Be prepared to sell the benefits
Conduct a phased rollout of Governance Capability
A proven structured approach to deploying Information Governance.
Agreed Approach Defined Structure and Implementation Model
Refined model ready for full rollout
Assess data landscape:
- information scope- business unit scope- systems scope - existing data practices
Define data governance capabilities and roles
- executive sponsorship- ownership- management- stewardship- technology
Assess benefits and develop prioritised roadmap for implementing data governance across the organisation
4. Extend data governance into
BAU operations
Define implementation model for prioritised areas
Identify and train staff for data governance roles
Plan for initial rollout of data governance capability
Implement data governance for one (1) subject area / business unit / region
Review outcomes and identify required improvements to the data governance model
Extend refined data governance model to other subject areas / business units / regions
Regularly review data governance performance and implement improvements
Deliver communications and change management to build support for data governance
Data Quality Methods and Tools Metadata Management Master Data Management Metrics & Reporting
Develop supporting data strategy, methods and technology to deliver data governance
3. Initial rollout of data governance
2. Establish data governance organisation
1. Define current information governance
Manage Change
Need for information governance and stewardship recognized
No information governance policies or standardization outside mandatory external standards
Rudimentary/island solutions only. Technology necessity recognized
Information governance & stewardship model, key roles & responsibilities defined
Information governance policies, standards & guidelines defined covering external and internal information
Data technology strategy and requirements defined
Basic information governance & stewardship steering vehicles operational
Information governance policies, standards & guidelines live in pilot areas
Data technology blueprinted. Core technology components LIVE
Information governance & stewardship model operational in key LOBs/Functions
Information governance policies, standards & guidelines implemented in key LOBs/Functions/ Geographies
Core technology LIVE in key LOBs/Functions/ Geographies
Group wide coverage of and compliance with information governance and stewardship model
Implementation of and compliance with defined and implemented policies, standards & guidelines
Group wide compliance with technology & data architecture
Components:
Maturity:
Data Governance Maturity Framework
Reactive Proactive Managed OptimizedAware
Organization
Policies, Principles & Standards
Tools & Technology
No architectural frameworks available. Recognize importance
Data architecture strategy and requirements defined
Key architectural components and capabilities defined
Key capabilities implemented in key LOBs/Functions / Geographies
Group wide compliance with architectural capabilitiesData Architecture
1 2 3 4 5
The Data Governance Maturity Framework was used as a guideline to assess the current maturity levels of each of the data governance components across the Client X
Fragmented change or quality processes. Process need recognized
Key information governance processes defined and drafted
Key information governance processes operational in selected areas
Key information governance processes operational in key LOBs/Functions/ Geographies
Group wide compliance with key information governance processesProcesses &
Practices
No measurement of information governance performance. Need is recognized
List of key performance metrics and scorecards for information governance compliance defined
Baseline measurement of information governance performance in selected areas
Recurring measurement of information governance performance in key LOBs/Functions / Geographies
Group measurement of information governance performance linked to continuous improvement
Governance Metrics
In summary, companies should embrace social media as a strategic tool, managed through information governance and risk management frameworks.
34 © 2010 Deloitte Touche TohmatsuSocial Media: the Good, the Bad and the Ugly
Key recommendations to support effective knowledge sharing in the digital age include:
1. Implement an Information Management Framework that will:– Include communication, awareness and training.– Encourage transparency and collaboration.– Clearly set out the policies and platforms for publishing company information.– Provide opportunity for employees to surface sensitive information within a trusted
environment (e.g. Whistle-blower facilities).– Embody a culture of having ‘nothing to hide’.
2. Implement a Risk Management Framework that will:– Provide clear mechanisms to enact timely, consistent responses to information
leakage.– Be reflective of the core company values including honesty and transparency.
35 © 2010 Deloitte Touche TohmatsuSocial Media: the Good, the Bad and the Ugly
It’s not about being lucky ... It’s about having good
governance. Good luck!
As Clint would say ...
Thank you.
© 2010
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Social Media: the Good, the Bad and the Ugly
