Dare to Share: Putting the Data into Data-Driven Services. Adopting master data management technology to rise to the challenge of austerity
|
|
- Holly Sanders
- 8 years ago
- Views:
Transcription
1 Dare to Share: Putting the Data into Data-Driven Services Adopting master data management technology to rise to the challenge of austerity
2 SUMMARY Catalyst Local authorities across the UK are being tasked with meeting the challenge of managing the demands and rising expectations of the citizen whilst facing budget cuts of up to 50% of baseline spend. What is becoming ever more apparent through this process is that local government organisations need to think differently about their approach to meeting these targets. The key is in abandoning the salami slicing method of budget reduction in favor of seeking out technology enablers that drive tangible returns in the shape of lowering operational costs and optimising income. One such technology that is garnering interest across local authorities is Master Data Management (MDM). Information has become a critical asset for councils as it increasingly underpins every transaction, business process and strategic decision. The ability to create a consistent and complete view of data assets across the enterprise is becoming ever more paramount as councils seek to understand and make better decisions around the consumption and provision of services, whilst ensuring those at the sharp end of service delivery are no longer left stranded by missing, incomplete or inaccurate customer information. MDM is becoming a better understood discipline across local government as initiatives continue to emerge, gather pace and deliver results. But in order to derive the full benefits of MDM council s need to balance the tactical, short term, quick wins available within clusters of departments with a longer term vision of how the initiative can be rolled out across the organisation at large. One thing is clear though; the benefits of mastering your data assets become ever more apparent as the scope of the project broadens. Ovum view Errors connected to the timeliness, completeness and accuracy of data cost local government organisations. Ovum finds that the nature of the cost to councils can vary from the easy to measure impact of data discrepancies in identifying cases of fraud and error, through to the slightly less tangible efficiency savings in staff time as a result of being able to handle citizen enquiries at the first point of contact. The fact is that whether you are looking at income optimisation or customer services both are examples of important business processes and both are ultimately data-driven processes. This perhaps makes it surprising that data improvement is often perceived as a problem for the IT department to sort out, with business users seen to be reluctant to engage on the issue. This is an important debate as it pertains to the development of a successful MDM program. The challenge centers on winning the hearts and minds of business users at the outset of an initiative to ensure that the appropriate level of collaboration occurs. MDM projects by their very nature are about more than just technology. They will involve a significant amount of people and process change that simply will not be achievable without a healthy level of business buy in and executive sponsorship. As a direct result it is important to spend time with business users when shaping your initiative to understand their key challenges so that you can create a project vision that is centered around business need. The good news is that business attitudes to data improvement are changing. Senior management and line-of-business owners are increasingly becoming involved in data management strategies, bringing important knowledge of how data is used and how it can be of benefit to citizen interactions and the 2014 Ovum. All rights reserved. Unauthorised reproduction prohibited. Page 2
3 wider organisation. It is this collaborative approach that will drive progress for information management initiatives. As the market for MDM matures those responsible for making purchase decisions need to be able to cut through the vendor jargon and understand how the technology can scale to meet the wider objectives of the organisation. Many local authorities are yet to take an enterprise-wide approach, but more and more are starting to seek guidance on how to advance fledgling areas of success into broader more structured initiatives. As a result, MDM and data governance are rapidly moving up the agenda as business users realise that the right information at the right time would benefit from an enterprise-wide strategy. Key messages Local government organisations can no longer afford to ignore the challenge of data fragmentation in the face of rising demand for improved outcomes and efficiencies. Project leaders need to start with the end in mind when scoping MDM initiatives by building a broader vision based on business need. Before embarking on an MDM program, local government agencies need to make decisions about what data to master and, importantly, why. Collaboration between business and IT users is essential to drive a successful project outcome. MDM projects are about more than just technology. Consideration needs to be given to change management regarding both people and processes. Finding the right place to start an MDM initiative is important in building momentum towards enterprise-wide uptake. INFORMATION MANAGEMENT REMAINS A CHALLENGE FOR LOCAL GOVERNMENT Investment in information management is a priority It is widely recognised across local government that fragmented and inconsistent data undermines an authority s ability to deliver services. It can also lead to a duplication of effort and resource allocation when providing services to citizens, culminating in sub optimal value for money for the taxpayer. According to Ovum s ICT Enterprise Insights survey, data quality, profiling, management, and integration technologies continue to be key areas of investment for public sector enterprises. The survey indicates that most enterprises have made some form of investment in information management tools. In fact, a significant number of respondents are now looking to invest further, and are considering how best to develop data quality and data management tools to enable a single, trusted view of data across the enterprise, and to manage the end-to-end lifecycle of data Ovum. All rights reserved. Unauthorised reproduction prohibited. Page 3
4 Figure 1: Government IT investment plans for information management / BI systems Source: Ovum The continued prioritisation of investment is a good indicator that managing data is becoming a mission-critical requirement for local government organisations. Ovum believes this is set to become even more pivotal as local authorities attempt to leverage the cost savings and customer satisfaction improvements associated with the digital services agenda. Addressing data fragmentation Although the challenge of managing data is not unique to local government, the problems have been amplified due to services being developed in silos from each other, and independently across local government organisations. This is understandable as departments have been focused in on delivering a particular service but has introduced a degree of complexity that has been compounded by the historic approach taken to procuring IT designing and building platforms to undertake specific tasks in isolation, and a risk-averse approach to the handling of data. In response, local government decision-makers have looked to IT for investment in data quality tooling exercises to ensure that the data is fit for purpose. Many enterprises now realise that this approach can act as a barrier to broader citizen insight, as what is fit for purpose for one business process is not necessarily consistent with another, leaving local authorities with an almost insurmountable challenge to join the dots particularly at the point of customer contact Ovum. All rights reserved. Unauthorised reproduction prohibited. Page 4
5 In response to this, MDM and data governance frameworks are more frequently appearing on the radar; as agencies are starting to realise that having the right information at the right time can bring benefits to users of local government services and generate efficiencies. Daring to share MDM programs can also be an enabler to interagency working which is high on the agenda of senior leaders within the public sector. Ovum has found that a range of local authorities are already sharing data to provide improved social outcomes for citizens. Increasingly local authorities need to think outside of the four walls of their own council in order to realise the complete benefits of collaboration and create the services required for the 21 st century. It would be misleading to say that sharing data across agency boundaries is straightforward. But as protocols around data sharing continue to develop we are now seeing a range of approaches evolve to address multi-agency working. These range from the basic formal co-ordination of data within individual units through to the creation of formal hubs that utilise real-time information sharing on which decisions can be made, such as Multi Agency Safeguarding Hubs (MASHs), a program aimed at streamlining referral routes as part of the protection of at-risk children. Programs such as MASH rely on access to increasing volumes of data from a wide range of sources to reveal new patterns and correlations. This enables local authorities to better target challenges that cut across several services or to improve process and remove duplication. Having access to a consistent view of citizen information is essential for agencies to make better decisions, increase staff productivity, and improve outcomes for all. However, these programs depend on a single, true view of citizen data; MDM activities can help to facilitate projects of this nature. Sharing information is an important route to creating efficiencies, process improvements, and outcomes for citizens. Figure 2 highlights some of the areas that local government organisations can benefit from through sharing data. These include a reduction in errors that can result in overpayments of benefits or being denied access to a service the citizen is entitled to; improvements to customer interactions at the first point of contact; and simplification of data collection therefore reducing the burden on citizens Ovum. All rights reserved. Unauthorised reproduction prohibited. Page 5
6 Figure 2: Potential improvements from data-driven outcomes Saving time Reducing time to identify citizens Reducing duplication in CRM records Time savings in inter-agency case meetings Saving lives Improved access to case information Reduciton in administration times Support for early intevention Saving money Channel shift reducing operational costs to serve More effective care for the elderly Identify fraud and error Increased productivity Source: Ovum Momentum is key to a successful enterprise roll out Arguably the most important decision in rolling out any data management initiative is finding the right place to start. Like any investment in technology the business will expect outcomes and the more tangible return on investment you can create in the early stages of the project the better. By delivering quantifiable results in the initial phases of the project you will inevitably create momentum and have the evidence to win round the sceptical business users that were unconvinced or uncommitted in the initial scoping phases of the broader initiative. MDM is increasingly being viewed as an enterprise-wide program but no-one with any experience would advocate a big bang approach to rolling out such an initiative. Attempting to boil the ocean will only lead to a project that stalls and ultimately struggles to meet business expectations. Some of the common target areas for launching MDM type initiatives and possible outcomes are highlighted in Table 1 below. Table 1: Targets for launching an MDM initiative Customer Services: Full picture of the citizen enabling resolution at first point of customer contact Reduction in repeated calls by avoiding avoidable contact Improved customer profiling to offer a more personalised service Optimised strategic decision making through understanding of service consumption 2014 Ovum. All rights reserved. Unauthorised reproduction prohibited. Page 6
7 Council Tax: Identify potential cases of fraud and error regarding Single Person Discount in a timely fashion Clarify where data discrepancies exist around those claiming vacant property exemptions Increase collections by contacting lapsed accounts within 3 months Proactive contact with new residents to inform them of council tax requirements Create a single view of debtors to better understand their circumstances Social Care: Improve the productivity of interagency case meetings Keep the elderly independent for longer, responsibly, creating cost savings Reduce administration and assessment times Create full case histories that support on-time intervention OWNING THE DATA MANAGEMENT CHALLENGE IN LOCAL GOVERNMENT Leadership is required if organisations are to make progress As local government organisations start to focus on data improvement programs, the inevitable question arises as to who owns the data management challenge. Answers to this question of ownership are not easy to find - particularly when considering a panenterprise view. But local government organisations must ensure the appropriate level of leadership and expertise is in place to create a sustained effort capable of overcoming the complexity associated with data improvement initiatives. The emergence of the CDO in local government As data becomes more integral to the operation of private sector organisations we have seen the emergence of the Chief Data Officer (CDO) role a board level position accountable for all information assets within the organisation. The early adopters in this space have tended to come from the more heavily regulated industries such as Financial Services, Telecoms and Utilities, driven by the compelling need to achieve the corporate wide governance of information. But the fragmented nature of local government organisations coupled with the powerful outcomes that can be achieved from leveraging data assets could mean that councils fall next into line. In fact Ovum has started to see authorities where senior IT leaders have taken on responsibilities similar to a CDO in all but name. Like their private sector counterparts they also face the difficulty of striking the balance between IT and business; technology and strategy. They are also confronted with the need to keep data management costs low, while observing the compliance demands placed on the authority. It is not important where the leadership comes from, be this the CEO, CFO, CIO, CDO, or a special projects team tasked with implementing data management solutions. But the leadership should have the authority to act and influence across the enterprise whilst having the vision in place to convince application owners to share their data Ovum. All rights reserved. Unauthorised reproduction prohibited. Page 7
8 Governance is key to the broader MDM program rollout Each line of business may have its own definition of what data ownership means. This can range from responsibility for the underlying data that is captured within applications and data warehouses through to the information architecture used to deliver the service. When implementing a shared or centralised MDM model, the consolidation of information to provide a single point of truth implies that the traditional ownership model has to change. This requires authorities to clearly define accountability and responsibility frameworks before the relinquishing of ownership from service lines. This does not mean that without effective governance the MDM program will fail, but in all likelihood it will struggle to achieve its full potential. It is vital that the MDM governance framework be set early in the process, and cover the end-to-end lifecycle of data from its creation to deletion. Setting the information policies and data rules that determine the business polices that relate to data is also critical. Any structure should include the formal definition of roles and responsibilities too, ensuring the MDM program is seen as part of not just IT but the wider corporate governance processes. For local government managers, relinquishing control of the data does not mean surrendering control of systems or responsibilities, but it does require the agency to formalise how it addresses the management, availability, usability, integrity, and security of data. ENSURE YOU HAVE THE RIGHT SUCCESS METRICS IN PLACE Concentrate on metrics that matter to the wider organisation MDM initiatives should always be grounded in what value the initiative brings to the organisation. Too often teams responsible for data improvement look to convert existing metrics for data quality into a new project. However, it is difficult to gauge the value of responding to any data quality issues that the implementation of an MDM approach might provide without a well thought-out agreement on the relationship between the metrics and the business objectives. Project leaders need to understand how end users of data define what is important in relation to achieving business objectives. This in turn requires an understanding of how the relevant data quality metrics impact business processes. At the outset of the project the business is likely to want to understand the known unknowns that are the essential starting point to benchmark improvements in service delivery. Examples of these might include: the number of unique citizens the authority services, the most commonly requested services, the number of enquiries handled at first point of contact, the cost of fraud and error on income optimisation and so on. Upfront consideration of quantitative measurement is important to articulating the eventual success of project outcomes. Timeliness and relevance of metrics will help to shape what is important The focus on data quality over other forms of measurement owes much to the belief that if you report on something it must be important. Relevance and importance of metrics will very much depend on your point of view; defining what is appropriate is often subjective. However, we believe that data metrics should address the following criteria to ensure they are robust: 2014 Ovum. All rights reserved. Unauthorised reproduction prohibited. Page 8
9 Relevance to the business Ability to reset the metric Discrete and clearly defined Transparent and accessible Informative and timely Ultimately what and how you measure program performance needs to be set within the context of the business processes and the existing dashboards used for monitoring. CHECKLIST OF CONSIDERATIONS PRIOR TO TECHNOLOGY INVESTMENT Decide what to master before deciding how MDM technology has gained an unfair reputation for being complicated, taking a long time to implement, and being difficult to justify in terms of value add to the business. The reality is that most MDM projects are poorly scoped and fail to give due consideration to the people and process issues surrounding the data improvement initiative which has an unfavourable bearing on outcome. The odds of the project failing to meet expectations can be reduced drastically by a thorough approach to planning. Before starting out, agencies need to make a number of business decisions about data, processes, and technologies. Organisations need to decide what data to master and why, with the why being the important part. It is not surprising that most agencies start out on an MDM program in response to a single issue within a distinct business unit or when there is a CRM or ERP change program. It soon becomes apparent to the organisation that MDM can be of benefit to other areas. 9 steps prior to signing off on technology investment Whether you are coming at the data management challenge from a line of business role or an IT role it is important to give consideration to the following 9 key steps prior to investing in an MDM solution: 1. Define the business drivers and pick an initial use case that will drive a tangible return 2. Secure the appropriate level of leadership and sponsorship 3. Understand what MDM technology you already have in place (if any) and its ability to scale 4. Ensure the data model of your chosen solution is flexible 5. Understand how data stewardship roles will be positively impacted and supported 6. Be clear on how the solution supports governance functions 7. Clarify the level of services required to implement your MDM solution 8. Understand the various licensing options that exist for MDM software 9. Be clear on factors that could impact the Total Cost of Ownership of your chosen solution 2014 Ovum. All rights reserved. Unauthorised reproduction prohibited. Page 9
10 APPENDIX Author Chris Pennell, Lead Analyst, Public Sector Ovum Consulting We hope that this analysis will help you make informed and imaginative business decisions. If you have further requirements, Ovum s consulting team may be able to help you. For more information about Ovum s consulting capabilities, please contact us directly at consulting@ovum.com. Copyright notice and disclaimer The contents of this product are protected by international copyright laws, database rights and other intellectual property rights. The owner of these rights is Informa Telecoms and Media Limited, our affiliates or other third party licensors. All product and company names and logos contained within or appearing on this product are the trademarks, service marks or trading names of their respective owners, including Informa Telecoms and Media Limited. This product may not be copied, reproduced, distributed or transmitted in any form or by any means without the prior permission of Informa Telecoms and Media Limited. Whilst reasonable efforts have been made to ensure that the information and content of this product was correct as at the date of first publication, neither Informa Telecoms and Media Limited nor any person engaged or employed by Informa Telecoms and Media Limited accepts any liability for any errors, omissions or other inaccuracies. Readers should independently verify any facts and figures as no liability can be accepted in this regard - readers assume full responsibility and risk accordingly for their use of such information and content. Any views and/or opinions expressed in this product by individual authors or contributors are their personal views and/or opinions and do not necessarily reflect the views and/or opinions of Informa Telecoms and Media Limited Ovum. All rights reserved. Unauthorised reproduction prohibited. Page 10
11 CONTACT US INTERNATIONAL OFFICES Beijing Dubai Hong Kong Hyderabad Johannesburg London Melbourne New York San Francisco Sao Paulo Tokyo 2014 Ovum. All rights reserved. Unauthorised reproduction prohibited. Page 11
Public Sector Enterprises and Cloud Computing: Realizing Efficiencies
Public Sector Enterprises and Cloud Computing: Realizing Efficiencies Summary Catalyst Cloud technology, and its suitability for public services, continues to be a subject that polarizes CIOs. For some,
More informationFinancial Institutions and the cloud: moving from BAU to business transformation
Financial Institutions and the cloud: moving from BAU to business transformation Summary Catalyst The role of cloud technology among banks and insurers has been hotly debated over the last 5 years, creating
More informationCase Study: Vitamix. Improving strategic business integration using IT service management practices and technology
Improving strategic business integration using IT service management practices and technology Publication Date: 17 Sep 2014 Product code: IT0022-000180 Adam Holtby Summary Catalyst For Vitamix, a key driver
More informationFinancial services perspectives on the role and real impact of cloud
Financial services perspectives on the role and real impact of cloud Executive Summary Ovum has recently concluded an independent and in-depth survey of 400 senior CIOs within financial services institutions
More informationLMS and Student Success at Greenville College: A Case Study
LMS and Student Success at Greenville College: A Case Study Overcoming hurdles to improve student retention Publication Date: 23 May 2014 Product code: IT0008-000200 Navneet Johal SUMMARY Catalyst Confusion
More informationWinning with Emerging CRM Channels. An Ovum White Paper
Winning with Emerging CRM Channels An Ovum White Paper Introduction If there has been one constant over the past five years, it is the shift in how consumers interact not just with each other, but how
More information2015 Trends to Watch: Higher Education
2015 Trends to Watch: Higher Education Leveraging IT to benefit the institutional mission Publication Date: 05 Nov 2014 Product code: IT0008-000217 Navneet Johal Summary Catalyst The higher education industry
More informationOn the Radar: Pulse Secure
Secure access management for corporate and personal endpoints on company networks Publication Date: 17 Jul 2015 Product code: IT0022-000431 Rik Turner Summary Catalyst Pulse Secure is a developer of secure
More informationOn the Radar: Tamr. Applying machine learning to integrating Big Data. Publication Date: Sept. 2014 Product code: IT0014-002934.
Applying machine learning to integrating Big Data Publication Date: Sept. 2014 Product code: IT0014-002934 Tony Baer Summary Catalyst Traditional data integration approaches may not scale for Big Data.
More informationMaking analytics a first-class healthcare citizen: lessons from Oracle customers
Making analytics a first-class healthcare citizen: lessons from Oracle customers Publication Date: 21 Nov 2014 Product code: IT0011-000335 Charlotte Davies Ovum view Summary Technology is being increasingly
More informationOn the Radar: CipherCloud
Cloud access security delivered on enterprise gateways Publication Date: 18 Feb 2015 Product code: IT0022-000305 Rik Turner Summary Catalyst CipherCloud develops cloud visibility and security technology
More informationThe Future of Payments 2015: Financial Institutions. The Payments Value Chain is Driven by Customers
The Future of Payments 2015: Financial Institutions The Payments Value Chain is Driven by Customers 1 Catalyst Payments Are at a Crossroads The payments market is changing. From cash to checks, to charge
More informationRe-architecting Legacy Systems is the Keystone for Transformation
Re-architecting Legacy Systems is the Keystone for Transformation Legacy modernization lays the groundwork for the modern enterprise An Ovum White Paper Contents Executive summary... Introduction... Key
More informationSWOT Assessment: BMC Remedy v9
SWOT Assessment: BMC Remedy v9 Analyzing the strengths, weaknesses, opportunities, and threats Publication Date: 17 Aug 2015 Product code: IT0022-000489 Adam Holtby Summary Catalyst BMC Software is an
More information2015 Global Payments Insight: Bill Pay Services. With big change comes big opportunity
2015 Global Payments Insight: Bill Pay Services With big change comes big opportunity Catalyst Payments are at a crossroads The payments market is changing. From cash to checks, to charge and credit cards,
More informationHP s revitalized workforce optimization suite is worth a fresh look
HP s revitalized workforce optimization suite is worth a fresh look Publication Date: 27 Jul 2015 Product code: IT0020-000139 Keith Dawson Ovum view Summary When contact center buyers look to acquire workforce
More informationAddressing Enterprise Needs with a Software Defined Network Platform
Addressing Enterprise Needs with a Software Defined Network Platform Dynamic, customizable approach meets customer demand Date: December 2015 Author: Mike Sapien Ovum view Enterprise customers have virtualized
More informationHow To Use Syncplicity Panorama On A Mobile Device
On the Radar: Syncplicity Panorama New mobile content access tools for modern business work styles Publication Date: 11 Mar 2015 Product code: IT0021-000064 Richard Edwards Summary Catalyst The typical
More informationRealising possibilities in the cloud: The need for a trusted broker
Realising possibilities in the cloud: The need for a trusted broker Sponsored by BT and Cisco Camille Mendler Summary Catalyst This report draws on a custom study of the cloud experiences and plans of
More informationHow To Rank Customer Analytics Vendors
Ovum Decision Matrix: Selecting a Customer Analytics Solution for Telcos, 2015 16 Publication Date: 10 Sep 2015 Product code: IT0012-000135 Adaora Okeleke Summary Catalyst Telcos quest for a competitive
More informationSWOT Assessment: Alfresco, Alfresco One, v5.0
SWOT Assessment: Alfresco, Alfresco One, v5.0 Analyzing the strengths, weaknesses, opportunities, and threats Publication Date: May 5 th, 2015 Product code: IT0014-003012 Sue Clarke Summary Catalyst When
More informationOn the Radar: JReport
Embedded reporting and analytics Publication Date: April 30 th, 2015 Product code: IT0014-003010 Surya Mukherjee Summary Catalyst Jinfonet Software, through its reporting and dashboarding applications,
More informationOvum Decision Matrix: Selecting an Enterprise File Sync and Share Product, 2014 15
Ovum Decision Matrix: Selecting an Enterprise File Sync and Share Product, 2014 15 Excerpt prepared for Egnyte, Inc. Publication Date: 28 Aug 2014 Product code: IT0021-000018 Richard Edwards Summary Catalyst
More informationSWOT Assessment: BeyondTrust Privileged Identity Management Portfolio
SWOT Assessment: BeyondTrust Privileged Identity Management Portfolio Analyzing the strengths, weaknesses, opportunities, and threats Publication Date: 11 Jun 2015 Product code: IT0022-000387 Andrew Kellett
More informationWeb Application Firewalls: The TCO Question
Web Application Firewalls: The TCO Question Ovum looks into total cost of ownership for WAFs Rik Turner Summary Catalyst Ovum has carried out a series of interviews with companies in North America, Europe,
More informationOSS/BSS market overview and vendor landscape, 2Q13-1Q14
www.ovum.com OSS/BSS market overview and vendor landscape, 2Q13-1Q14 Market overview 2 Publicly announced OSS/BSS contracts, 2Q13 1Q14 Source: Ovum 3 The global OSS/BSS market, 2Q13 1Q14 Overall, the number
More informationHybrid WAN Services emerging as a viable network option
Hybrid WAN Services emerging as a viable network option Customers now going beyond MPLS-based services Date: December 2015 Author: Mike Sapien Summary In a nutshell Business customers have relied on MPLS-based
More informationEnterprise Content Management: The Suite Perspective
Enterprise Content Management: The Suite Perspective Publication Date: 04 Dec 2015 Product code: IT0014-003079 Sue Clarke Summary Catalyst The Ovum Decision Matrix: Selecting an Enterprise Content Management
More informationOn the Radar: Alation harnesses crowdsourcing and machine learning to speed data access
On the Radar: Alation harnesses crowdsourcing and machine learning to speed data access Summary Catalyst As organizations widen their net and analyze more data sources, it becomes all too easy for business
More informationOn the Radar: ForgeRock
Identity management for B2C and the Internet of Things Publication Date: 03 Dec 2015 Product code: IT0022-000500 Rik Turner Summary Catalyst ForgeRock develops identity and access management (IAM) technology
More informationThe Critical Role for Cloud in the Transformation of Retail Banks
The Critical Role for Cloud in the Transformation of Retail Banks Kieran Hines, Practice Leader, Financial Services Technology Executive summary The merits of cloud technology in retail banking have been
More informationHow To Understand The Implications Of Outsourced Testing
Ovum Decision Matrix: Selecting an Outsourced Testing Service Provider, 2014 2015 Author: Thomas Reuner Summary Catalyst The emergence of comprehensive outsourced testing of software applications, in which
More informationSWOT Assessment: CoreMedia, CoreMedia Platform
SWOT Assessment: CoreMedia, CoreMedia Platform Analyzing the strengths, weaknesses, opportunities, and threats Publication Date: 12 May 2016 Product code: IT0014-003122 Sue Clarke Summary Catalyst Organizations
More informationRethinking Cloud Content Collaboration in Financial Services
Rethinking Cloud Content Collaboration in Financial Services Executive Summary The financial services sector generally prefers to take a risk-averse approach to new technology trends, with the need for
More informationFortune 500 Medical Devices Company Addresses Unique Device Identification
Fortune 500 Medical Devices Company Addresses Unique Device Identification New FDA regulation was driver for new data governance and technology strategies that could be leveraged for enterprise-wide benefit
More informationThe Critical Impact of Cloud for Insurance on Business Transformation
The Critical Impact of Cloud for Insurance on Business Transformation Charles Juniper, Senior Insurance Analyst Executive summary Cloud technology and its role within the insurance industry has generated
More informationData Center Automation: Market Landscape and Maturity Model
Data Center Automation: Market Landscape and Maturity Model Assessing the organizational readiness and market in data center automation Publication Date: 16 Dec 2015 Product code: IT0022-000569 Roy Illsley
More informationOvum Decision Matrix: Selecting an Outsourced Testing Service Provider, 2014 15
Ovum Decision Matrix: Selecting an Outsourced Testing Service Provider, 2014 15 Publication Date: 06 Jan 2015 Product code: IT0019-003398 Thomas Reuner Summary Catalyst The emergence of comprehensive outsourced
More informationPROJECT MANAGEMENT SURVEY
INDUSTRY TRENDS PROJECT MANAGEMENT SURVEY JANUARY 2015 Introduction 2015 will continue to see organisations across all sectors facing one of the most competitive, challenging and changing corporate environments
More informationWhat to Look for When Selecting a Master Data Management Solution
What to Look for When Selecting a Master Data Management Solution What to Look for When Selecting a Master Data Management Solution Table of Contents Business Drivers of MDM... 3 Next-Generation MDM...
More informationCore Operations Modernization in the Global Insurance Industry
Core Operations Modernization in the Global Insurance Industry An Ovum White Paper Publication Date: October 2015 Sponsored by Summary In brief The need to transform core operations environments is the
More informationIBM's Adoption of Sugar: A Lesson in Global Implementation
IBM's Adoption of Sugar: A Lesson in Global Implementation IBM's agile, collaborative, user-centered approach wins over 45,000 sales people Reference Code: IT020-000022 Publication Date: 24 Apr 2014 Author:
More informationOn the Radar: Apperian MAM
Mobile application management and enterprise app store Publication Date: 12 May 2015 Product code: IT0021-000082 Richard Absalom Summary Catalyst There is a massive opportunity for enterprises to develop,
More informationHow To Understand The Internet Of Things
www.ovum.com The Internet of Things: Understanding the evolving value chain Jamie Moss, Senior Analyst, Consumer Technology & IoT Gary Barnett, Chief Analyst, Software, Ovum Ovum s Internet of Things (IoT)
More information2016 Global Payments Insight Survey: Merchants and Retailers. Changing the merchant experience
2016 Global Payments Insight Survey: Merchants and Retailers Changing the merchant experience 1 Catalyst Payment players need to rethink roles and relationships The payments industry has always been an
More informationMOVING BEYOND THE REGULATORY STICK
MOVING BEYOND THE REGULATORY STICK Evangelising data improvement in insurance By Nicola Askham - The Data Governance Coach Contents 1. Prologue 03 2. Is your data an asset or a liability? 04 3. Are you
More informationConnect Renfrewshire
How the council will use its information and technology assets to achieve successful change Contents Strategy Context 2 Digital Delivery and Citizen Engagement 4 Operational Excellence and Transformation
More informationARCHITECTURE SERVICES. G-CLOUD SERVICE DEFINITION.
ARCHITECTURE SERVICES. G-CLOUD SERVICE DEFINITION. Table of contents 1 Introduction...3 2 Architecture Services...4 2.1 Enterprise Architecture Services...5 2.2 Solution Architecture Services...6 2.3 Service
More informationMasterminding Data Governance
Why Data Governance Matters The Five Critical Steps for Data Governance Data Governance and BackOffice Associates Masterminding Data Governance 1 of 11 A 5-step strategic roadmap to sustainable data quality
More informationORACLE PROCUREMENT AND SPEND ANALYTICS
ORACLE PROCUREMENT AND SPEND ANALYTICS KEY FEATURES AND BENEFITS FOR BUSINESS USERS Streamline procurement and control material and component costs Quantify supplier performance to develop more profitable
More informationMaster Data Management
ADVISORY Master Data Management It s not just about a new concept, it s about bringing real value to the business Data is at the heart of nearly any business. Being able to rely on the consistency and
More informationEnhanced Portfolio Management in uncertain times
Enhanced Portfolio Management in uncertain times How businesses can generate and protect value through enhanced, risk return techniques improving portfolio and capital allocation decisions Contents Executive
More informationAccounts Payable. How to Cut Costs and Improve Invoice Processing Efficiency
Accounts Payable How to Cut Costs and Improve Invoice Processing Efficiency Contents 3 4 Introduction The Challenges of Invoices 5 The Goals of Invoice Automation 6-7 The Key Elements of Invoice Automation
More informationInfrastructure Asset Management Report
Infrastructure Asset Management Report From Inspiration to Practical Application Achieving Holistic Asset Management 16th- 18th March 2015, London Supported by Table of contents Introduction Executive
More informationClient Relationship Management When does an organisation need to formalise its processes?
Client Relationship Management When does an organisation need to formalise its processes? Most senior executives at organisations with large client bases believe that they have relationship management
More informationTop 10 Trends In Business Intelligence for 2007
W H I T E P A P E R Top 10 Trends In Business Intelligence for 2007 HP s New Information Management Practice Table of contents Trend #1: BI Governance: Ensuring the Effectiveness of Programs and Investments
More informationOvum Decision Matrix: Selecting a Customer Interaction Analytics Vendor, 2014 15
Ovum Decision Matrix: Selecting a Customer Interaction Analytics Vendor, 2014 15 Publication Date: 15 Sep 2014 Product code: IT0020-000050 Aphrodite Brinsmead Summary Catalyst Contact centers are more
More informationSINGLE DONOR VIEW FOR CRM SYSTEMS ESTABLISHING A COMPREHENSIVE VIEW OF DONOR INTERACTIONS ACROSS YOUR ORGANISATION
SINGLE DONOR VIEW FOR CRM SYSTEMS ESTABLISHING A COMPREHENSIVE VIEW OF DONOR INTERACTIONS ACROSS YOUR ORGANISATION Why is Single Donor View important in a CRM environment? CRM is becoming more and more
More informationAgenda Overview for Social Marketing, 2015
G00270737 Agenda Overview for Social Marketing, 2015 Published: 19 December 2014 Analyst(s): Julie Hopkins Social marketing programs are maturing; executives increasingly expect ROI to follow social marketing
More informationData Quality and Corporate IT - The Current Situation
Creating a data driven business Publication Date: 9 Sept 2014 Gary Barnett SUMMARY Catalyst Organizations are beginning to understand the potential of data to improve customer engagement, reduce operational
More informationWhat is world class commissioning?
...? series New title The NHS and HTA Supported by sanofi-aventis What is world class commissioning? Michael Sobanja Dip HSM Dip IoD Cert HE FRSM Chief Executive, NHS Alliance For further titles in the
More informationThe National Commission of Audit
CA Technologies submission to The National Commission of Audit November, 2013 Kristen Bresch CA Technologies Executive Summary CA Technologies is pleased to present the National Commission of Audit the
More informationGlobal Mobility Outsourcing
Vodafone Global Enterprise Global Mobility Outsourcing Whitepaper Vodafone Global Enterprise The bottom line: By 2012, the number of mobile workers is expected to reach one billion worldwide (Source IDC,
More informationVermont Enterprise Architecture Framework (VEAF) Master Data Management (MDM) Abridged Strategy Level 0
Vermont Enterprise Architecture Framework (VEAF) Master Data Management (MDM) Abridged Strategy Level 0 EA APPROVALS EA Approving Authority: Revision
More informationHarness the value of information throughout the enterprise. IBM InfoSphere Master Data Management Server. Overview
IBM InfoSphere Master Data Management Server Overview Master data management (MDM) allows organizations to generate business value from their most important information. Managing master data, or key business
More informationMastering entity data with the LEM
ENTERPRISE Solutions HOW FINANCIAL SERVICES FIRMS USE TECHNOLOGY TO TURN DATA INTO ACTIONABLE INSIGHT Mastering entity data with the LEM Thought leaders believe that building an LEM could help firms gain
More informationHealthcare Data Management
Healthcare Data Management Expanding Insight, Increasing Efficiency, Improving Care WHITE PAPER This document contains Confidential, Proprietary and Trade Secret Information ( Confidential Information
More informationConfident in our Future, Risk Management Policy Statement and Strategy
Confident in our Future, Risk Management Policy Statement and Strategy Risk Management Policy Statement Introduction Risk management aims to maximise opportunities and minimise exposure to ensure the residents
More informationHarness the power of data to drive marketing ROI
Harness the power of data to drive marketing ROI I need to get better results from my marketing......and improve my return on investment. Are you directing spend where it ll have the greatest effect? MAKING
More informationMaking Every Project Business a Best-Run Business
SAP Functions in Detail SAP Business Suite SAP Commercial Project Management Making Every Project Business a Best-Run Business Table of Contents 3 Quick Facts 4 Facilitating Optimal Project Delivery for
More informationNational Contact Management Strategy
National Contact Management Strategy 2012 NCMS 2012 NOT PROTECTIVELY MARKED 4 National Contact Management Strategy (NCMS) This document has been produced by the Association of Chief Police Officers (ACPO)
More informationFinance Transformed. Changing the focus Finance Business Partnering
Finance Transformed Changing the focus Finance Business Partnering Contents Out of the shadows of the back office 1 Striking the right balance in finance 2 Finance finds multiple barriers to becoming a
More informationCRM Know How In Practice. Making the CRM business case. Best Practice Guide 01
CRM Know How In Practice Making the CRM business case Best Practice Guide 01 02 Best Practice Guide CRM Know How In Practice Making the CRM business case In This Guide 02 Introduction: Why CRM? It s simply
More informationMaking Business Intelligence Easy. White Paper Spreadsheet reporting within a BI framework
Making Business Intelligence Easy White Paper Spreadsheet reporting within a BI framework Contents Overview...4 What is spreadsheet reporting and why does it exist?...5 Risks and issues with spreadsheets
More informationAssessing Your Business Analytics Initiatives
Assessing Your Business Analytics Initiatives Eight Metrics That Matter WHITE PAPER SAS White Paper Table of Contents Introduction.... 1 The Metrics... 1 Business Analytics Benchmark Study.... 3 Overall
More informationAn Oracle White Paper November 2011. Financial Crime and Compliance Management: Convergence of Compliance Risk and Financial Crime
An Oracle White Paper November 2011 Financial Crime and Compliance Management: Convergence of Compliance Risk and Financial Crime Disclaimer The following is intended to outline our general product direction.
More informationHow To Move To The Cloud
Your Journey to HR in the Cloud Creating a Roadmap for Success An Oracle White Paper May 2015 Contents Take the First Step on your Journey...02 Why Move to the Cloud...03 Moving HR to the Cloud...04 Cloud
More informationManagement Update: The Cornerstones of Business Intelligence Excellence
G00120819 T. Friedman, B. Hostmann Article 5 May 2004 Management Update: The Cornerstones of Business Intelligence Excellence Business value is the measure of success of a business intelligence (BI) initiative.
More informationOptimizing Customer Service in a Multi-Channel World
Optimizing Customer Service in a Multi-Channel World An Ovum White Paper sponsored by Genesys Publication Date: October 2010 Introduction The way in which customer service is delivered has changed. Customers
More informationPlanning, Budgeting and Forecasting
MANAGEMENT CONSULTING Planning, Budgeting and Forecasting How is your planning process helping you identify and unlock value? kpmg.co.uk Key considerations How effective and efficient is your organisation
More informationQuality. Expertise. Passion. Why you really need a SIAM Tooling Strategy
Quality. Expertise. Passion. Why you really need a SIAM Tooling Strategy To make multisourcing arrangements effective, customers must get suppliers to work together, both from the commercial and operational
More informationMaking Business Intelligence Easy. Whitepaper Measuring data quality for successful Master Data Management
Making Business Intelligence Easy Whitepaper Measuring data quality for successful Master Data Management Contents Overview... 3 What is Master Data Management?... 3 Master Data Modeling Approaches...
More informationNCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation
NCOE whitepaper Master Data Deployment and Management in a Global ERP Implementation Market Offering: Package(s): Oracle Authors: Rick Olson, Luke Tay Date: January 13, 2012 Contents Executive summary
More informationUnderstanding and articulating risk appetite
Understanding and articulating risk appetite advisory Understanding and articulating risk appetite Understanding and articulating risk appetite When risk appetite is properly understood and clearly defined,
More informationOperational and Strategic Benefits in Automating Accounts Payable
Operational and Strategic Benefits in Automating Accounts Payable REVISED 9/12 Published April 2013. Copyright 2013 by The Institute of Financial Operations All rights reserved. Reproduction or transmission
More informationThe Seven Building Blocks of MDM: A Framework for Success
Research Publication Date: 11 October 2007 ID Number: G00151496 The Seven Building Blocks of MDM: A Framework for Success John Radcliffe Gartner's Seven Building Blocks of Master Data Management (MDM)
More informationWhite Paper March 2009. Government performance management Set goals, drive accountability and improve outcomes
White Paper March 2009 Government performance management Set goals, drive accountability and improve outcomes 2 Contents 3 Business problems Why performance management? 4 Business drivers 6 The solution
More informationPower Reply and Oracle Utilities
September 2010 Power Reply and Oracle Utilities Partnering in Smart Metering implementations Scenario Today s utilities are faced with increased pressure to deliver cost effective and sustainable solutions.
More informationsponsored by White paper What can CRM bring to your business? A study of the benefits offered by CRM across all areas of the business
sponsored by >> White paper What can CRM bring to your business? April 2011 A study of the benefits offered by CRM across all areas of the business Contents Executive summary p 3 The evolution of CRM p
More informationORACLE SUPPLY CHAIN AND ORDER MANAGEMENT ANALYTICS
ORACLE SUPPLY CHAIN AND ORDER MANAGEMENT ANALYTICS KEY FEATURES & BENEFITS FOR BUSINESS USERS Provide actionable information to conduct intelligent analysis of orders related to regions, products, periods
More informationcustomer interaction solutions Contact Centres that Enhance Customer Engagement
customer interaction solutions Contact Centres that Enhance Customer Engagement The opportunities for companies to gather and process information can influence reputation and brand, as well as drive sales.
More informationSelecting a Cloud Service Provider: Which one is Right for You?
50 Years of Growth, Innovation and Leadership Selecting a Cloud Service Provider: Which one is Right for You? A White paper by Frost & Sullivan in collaboration with Macquarie Telecom www. SELECTING A
More informationData Quality; is this the key to driving value out of your investment in SAP? Data Quality; is this the key to
Driving Whitby Whitby value Partners Partners from Business Driving Intelligence value from Business Business Intelligence Intelligence Whitby Partners 78 York Street London W1H 1DP UK Tel: +44 (0) 207
More informationBuilding the business case for ITAM
Building the business case for ITAM Executive summary An ITAM Review reader asked: What data do I need to collect to show the value of my ITAM practice? This article attempts to answer that question, from
More informationEnterprise Information Management
Enterprise Information Management A Key Business Enabler July 2012 The Vision Auckland Council s vision is for Auckland to become the worlds most liveable city. In order to achieve this vision, it needs
More informationCA Service Management Solutions 14.1
CA Service Management Solutions 14.1 CA Technologies Publication Date: 06 Apr 2016 Product code: IT0022-000623 Adam Holtby Summary Catalyst IT functions are subject not only to the enterprise-wide mandate
More informationDifferentiate your business with a cloud contact center
Differentiate your business with a cloud contact center A guide to selecting a partner that will enhance the customer experience An Ovum White Paper Sponsored by Cisco Systems, Inc. Publication Date: September
More informationIBM Software A Journey to Adaptive MDM
IBM Software A Journey to Adaptive MDM What is Master Data? Why is it Important? A Journey to Adaptive MDM Contents 2 MDM Business Drivers and Business Value 4 MDM is a Journey 7 IBM MDM Portfolio An Adaptive
More informationFive steps to improving the customer service experience
Five steps to improving the customer service experience Metrics, tips, and tools for utilizing customer feedback An Ovum White Paper Sponsored by Publication Date: January 2012 INTRODUCTION As the use
More informationKey Issues for Business Intelligence and Performance Management Initiatives, 2008
Research Publication Date: 14 March 2008 ID Number: G00156014 Key Issues for Business Intelligence and Performance Management Initiatives, 2008 Kurt Schlegel The Business Intelligence and Performance Management
More information