Tag Archives: MDM

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Do digital board packs help your organisation to comply with GDPR?

Category:Services,UK Blog Tags : 

Do you have governance around your board back? Do you have meta-data and master data supporting your generation of the board packs? 

Now, first, we did pass the May 25th – and large organisations are still struggling with GDPR! No longer as a project, but typically more to absorb the endless amount of excels and small GDPR tools that eventually were delivered as the project outcome. Now another phase takes over – what to do with the project outcome?

This calls for another maturity level that cannot be provided by small point tools or excel. This calls for a larger piece of collaboration to make ‘stuff’ updated; typically, by having the GDPR processes embedded into a larger solution flexible enough for helping the executive team to steer the boat – it calls for the governance around the digital board pack!

That was then…

A lot was written about the impact the EU General Data Protection Regulation (GDPR) in the period up to May 25th 2018. And even though up to 60% may have slipped the deadline, see a recent survey, the fact is more likely that most organisations completed the GDPR project during 2018, but still will be working with GDPR also in 2019 – how can that be?

As mentioned in a recent blogpost, there is a natural progression towards being better at compliance, and also for GDPR – and that is way beyond the project outcome ending 2018. It is the progression..

  • to move from project to line organisation
  • to onboard managers and specialists to keep information fresh
  • to transition from project into process – and what is the IMACD of person-related data process activities are solved
  • to simplify the Article 30 report generation
  • to remove simple risk tools to consolidate the governance in the digital platform
  • to make ownership up to the board for the updated compliance views.

The data of the GDPR compliance will continue its journey to be alive, and it will continue down the maturity ladder to distinguish dataprocessors from data controllers, move away from text fields and into elements of meta-data to oversee the ocean of GDPR.

But most importantly, the transition is about getting the organisational ownership, where managers act on their responsibility and accountability to be compliant. Where the project 2018 was driven by fear of potential penalties, the new demand is much more to make it actionable within the line organisations where ‘stuff’ gets updated and the executive board can make decisions based on new evidence. This is often referred to as “EA”, the grid or architecture (A) space of an entire enterprise (E ).

How does this tie into my executive team?

Once you have completed the project, you may have data. Once you have moved it into a point tool, you may have reached slightly modified data so see the first patterns. It still doesn’t bring you much further. The heavy lifting involves more:

  • First, you need to move from free text and text fields into meta-data. This means that you don’t type pay-slip in a text field, but you check ‘pay-slip’, and you can afterwards analyse where ‘pay-slip’ is being processed by systems and processing or controlling activities
  • Second, you need to transition into the architecture portal where governance is typically managed, that is, who is the system owner? Who is the data process owner? Who should update this piece of data. Very often, we see BI solutions reporting long lists of data – but that is very distinct from the next maturity level where these people can do actionable reviews and updates. This if often is referred to as digital platforms or EA platforms (like MooD, ERP, etc).
  • Third, you need the escalation route embedded to the executive team. It is the management team that is accountable and needs to have the blind eye opened. Without their eyes open and provided insight – only the one-eyed will be king among the blinds.

So anyone within the board should be trained, concerned and be kept updated!

The way forward?

There is a natural progression towards maturity – but only if it is guided. You need to find an advisor who can helpyou to make a living architecture.

With a living architecture, you onboard the ‘softer’ side of and provide decision insight to your management.  When used properly, you get the connected enterprise where boards act when things start to drift. So, anyone within the board should be trained, concerned and be kept updated! That is what we provide as part of our digital board pack service.

Working with different next generation technologies, we offer a digital platform that help large organisations to have a digital board pack, not a PowerPoint! Online views where you can drill into data, updated by the responsible people in the organisation, supplemented by technical data so you can view the online portal and stay compliant. We talk about powering your digital ability.

Giving all your directors access to the information they need to know about your GDPR policies in one place, makes it much easier for them to find the information they need and ask the right questions when it is discussed – all managed as meta-data and by the relevant people. No more emails – no more point tools.

If you have questions, please do not hesitate to make contact. We are the leading organisation in digital governance helping large organisations to succeed with their business transformation. We power your digital mood!

 

 


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Do you grow your digital governance?

Category:EA,Services,UK Blog Tags : 

Whatever term one might use, the meaning of ‘digital governance’ seems to be what we all care about in larger organisations – how to automate digital information to provide a better collective transparency and insight of the enterprise. It is not just about data and it is not just about processes; it is about people –  how we work smarter and more automated as an enterprise with data and processes to improve our digital ability to drive forward better decision-making. Sometimes ‘digital’ is simply loose for data, but underneath, it  is associated with either digitization and/or digital transformation – and don’t mix up these two terms…

“Increasingly, the work we do is enabled more and more by new IT, including automation, robotics, and intelligent platforms”.
                                                                                                                                                                                — Pierre Nanterme

Working with decision processes, we need to consider that such decision-making processes are very different from business processes of a value chain; simply the characteristics of cause-and-effect are less tangible and more ‘soft’. Trying to understand the complexity and nature of the decision-making processes, we need to adapt to the company tongue, the stakeholders and the way such a business is driving decisions. It means we can still implement smarter solutions of digital governance, which is what we normally refer to when we talk ‘how we make decisions’; however, it also means that to succeed with such solutions we need to consider how to digitize and successfully grow the governance when data is not enough on its own.

“I think the automation of vision is a much bigger deal than the invention of perspective”.
— Trevor Pagien

We often talk  ‘digital governance’  in context of ‘automation’ because a digital governance will automate manual tasks. A growing governance is where we continuously get more data into the fact-based decision support, and where we achieve this by managing the organisational change federating more data to collectively become wiser. This is what enterprise information management (EIM) is all about, the outcome of enterprise architecture (EA) in a nut-shell mastering the terms and information architecture.

Governance requires corporate information as fuel, and needs to be flexible enough to accommodate to ever-changing market conditions. A digital governance will benefit from our approach to agile information management. Today there is almost a hype around business models but only few enterprises have conceptual models connecting this to business models and providing a closed-loop approach by ‘wiring’ these models to real-time operational data and planning input.

The objective of the governance of the information management is the agile construct of an enterprise-wide business model which  serves the purpose of better decision insight and strategic planning. Digital governance cannot be achieved without people, stakeholders and data. It is not about making another calif ERP; it is about recognizing the eco-system, where we provide the technology and methodology to maintain the logic model, where data can be interchanged, communicated, enriched – via  a (digital) web front end or via (digital) integration to other (digital) systems. This is about applying information management, growing it in a DevOps or agile way, to support the open-ended construct of improving the way “we make decisions”. For this, we have chosen to work with award-wining world-leading software.

“It is not about making another calif ERP; it is about seeing the eco-system, where we provide the technology and methodology to maintain the logic business model where data can be interchanged, communicated, enriched – via web front end or via integration to other systems”.

So what is it that we solve with a growing digital governance? We build a connected truth as business models providing a closed-loop approach by ‘wiring’ these models to real-time operational data and planning input. We don’t like building architecture tools for architecture, or bakeries that bake for bakers. We like to connect the users of an enterprise by re-using data, by re-using the knowledge maintained in other systems such as data warehouses, service management tools, financial systems, HR systems, etc. We apply design thinking, so instead of the old-school of “learn a framework, buy a tool, draw some processes, then hope”, then work with rapid development tooling to apply automation processes and data by pretotyping the decision support, simply to avoid middle-layers of requirements analysts interpreting coders. So enterprise architects and strategists working with this methodology will grow the governance as DevOps, and it will keep the customer-facing activities along a succesful growing of digital governance.

Sometimes, we also see words used in this context:

  • EIM – As the overall Enterprise Information Management discipline, continuously automating information that else would be manually handled in SharePoint, Excel, Access or similar silo-based system. EIM is what provides the digital platform for execution.
  • PI – As the solution to Process Intelligence, of how to gain insight to decision support from our business processes. This typically is an automation of drawings, diagrams and emails, that otherwise would reside in distributed mailboxes with visio, powerpoints etc. With a process intelligence setup, people can collaborate on the same set of process insight as re-usable meta data.
  • CMDB – As the specific solution to service desk and IT operations. With a CMDB, people can start automate ticket flows, email and chat notifications, to automate the configuration items of IT operations.

To make the digital governance succesful, it needs to grow. To mature the governance, make it actionable and follow the data and the people in the room to discuss how decisions are taken, and then grow the outcome to make it tangible.This is what digital growing governance is all about.

We power your digital mood!