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 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 about ‘digital governance’ in the context of ‘automation’ because 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 ever-changing market conditions. Digital governance will benefit from our approach to agile information management. Today there is almost a hype around business models but only a 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-winning 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 with the successful growth 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 the 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 insights as re-usable metadata.
- CMDB – As the specific solution to the service desk and IT operations. With a CMDB, people can start to automate ticket flows, email, and chat notifications, to automate the configuration items of IT operations.
To make digital governance successful, 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.
You may contact us for our solution, next-insight, to read more. We help to align long-term planning with short-term planning, which is an ongoing architectural process – and a digital process of information management. Long-live the digital planning. If you have questions, please make contact. We are a consulting house with senior profiles and business solutions; we provide deep expertise in digital planning, digital governance, and process automation.