A new data governance model uses a household name

Do you remember star networking? Well, it’s now emerging as a popular governance model among organizations embarking on new data projects. And instead of changing technology, we have the data or digital team at the center of the hub.

During a recent round table During the CDOTrends Digi-Live Summit series, two digital leaders from various organizations invoked the benefits of the hub-and-spoke model when aggregating and distributing data across their organizations.

But while the digital team is at the center of the hub, all of the digital leaders were strong advocates for democratizing data as a catalyst for broader transformation, with security provided by a zero-trust model.

Sue-Lin Tin, Head of Technology for the Pacific and Singapore at a real estate company CBRE told the summit that she was six months into her data project. She advised companies to start with a small number of use cases, fix them, and then repeat them in other areas of the business.

While working on a local data strategy for Asia Pacific, the global CDO looked at data from a business perspective and delivered data and data governance as a service across the organization .

“We also want to have interoperability between the data so that we can leverage the richness that’s there,” said Sue-Lin Tin.

“So it’s a hub and spoke model where the centralized data team will provide the guidance frameworks, recommendations on tolls, etc., and then the local markets will also have the opportunity to implement those. work.”

From a vertically integrated wine company Treasury Wine EstatesClare Kitching said she was pursuing a similar approach.

As chief executive of data, insights and analytics, Kitching said she was the hub.

“I may be the hub, but we’re setting up the spokes, and what I’m doing now is working with the spokes to ask, ‘hey, let’s think about the strategy and how do we work together there- on it? What skills do you need and how are we going to grow?,” she said.

“We talk about the opportunities and how we tie that strategy to a technology roadmap, but as we have so many aspects of our business, it’s interesting to go into the details of what the data and analytics can help.”

Platforms and governance

Kitching, who only came to Treasury Wine Estates this year, says the company is only in the early stages of maturing its data strategy, which is based on three pillars.

“One is to grow our platform and make sure we have the priority datasets and structure well on the platform for use by business divisions,” she said. “So we’re working division by division to ask, ‘how do we work with you, where is the value, and what do you want to achieve?'”

“The second pillar is really about initializing our data governance approach, and we’re working with divisions to identify what data we have, what the data quality issues are, who will be the owners or stewards of the data, and how we will implement data governance tools,” she continued.

“We want to be able to give our supply chain a view of daily stock by store so they can have that information and use it easily, and that’s out of our reach at the moment”

The third pillar is about “improving our data literacy”.

“It’s really about letting people know about the power of data, identifying who has the skills, and developing apps or communities of practice to give people the support and access to training they might need. need,” Kitching said.

The third member of the panel was Dominic O’Halloran, head of data and analytics at the Australian cosmetics company. MECCA brands.

O’Halloran explained that he currently has two streams of work. There’s the “business as usual” work the business needs to continue while working on a new, more forward-looking data architecture.

The first part is understanding the “roadmap” for analytics and the supply chain. It appears that a decentralized approach might be more appropriate than “just having a large number of analysis requests coming into one central place”.

“The next project is to define and build our architecture for the data platform, and then we can learn more about our new data warehouse and the rest of the technology that we need,” O’Halloran said.

“We can start doing proof of concepts and move some reporting workload to the new platform and see how that affects our end users. We have a very high commitment, but there are a lot of problems and challenges. So we are starting to define the different areas of the business that use analytics and also understand the gaps in our reporting layer that we need to fill. »

Where is the value?

The three panelists were asked how they thought their data projects would ultimately benefit their organizations.

O’Halloran of MECCA Brands conceded that “the things that people want to do with data in the enterprise are just unattainable right now.”

“We want to be able to give our supply chain a view of daily stock by store so they can have that information and use it easily, and that’s out of our reach at the moment,” a- he declared.

“So the business case is about enabling and building those foundations, and then the icing on the cake is when we can start adding more advanced analytics and integrating machine learning and AI into what analytics can offer the business.”

Kitching, of Treasury Wine Estates, said the early benefits of early data projects were access to data and better automation of data and reporting.

“For us, it’s about improving consumer engagement and better understanding our supply chain,” she said. “I think there’s also a burning platform that, if we don’t have that data connected across the business, we’re going to miss tomorrow. And I think sustainability is a really good example here.

“We all have sustainability goals, but if we can’t track that all the way through our supply chain to the vineyards, we’re going to miss out on the customers who stock our products and the consumers who choose our products. So I think we risk missing out if we don’t,” she observed.

Finally, CBRE’s Sue-Lin Tin said that once her organization overcomes data quality issues, it can embed quality data into systems and drive data adoption and use.

There were also “basic hygiene” issues, which would come from moving data from “a multitude of Excel files” and automating and improving operational efficiency.

Echoing Kitching, she said sustainability was also an issue at CBRE.

“Being able to connect the dots between all that data and provide sustainability goals – that’s something our customers embrace,” she said.

“If we are unable to provide this level of service, this level of data and within [the organization]then we are behind the competitors.

Lachlan Colquhoun is the Australian and New Zealand correspondent for CDOTrends and editor of NextGenConnectivity. He remains fascinated by how companies are reinventing themselves through digital technology to solve existing problems and change their entire business models. You can reach him at [email protected].

Photo credit: iStockphoto/tifonimages