Rethinking Information Strategies

© InfoSight Partners, 2016, All Rights Reserved

Managing Information as an AssetMapping use of Information in Business Processes

Eliminating obstacles to Information Use

Organizational Learning Models

Culture

Process

Measure

Willingness to wield Information

Machinery that operates at the speed of business

Use of Information in business processes

Rethinking Information StrategiesRethinking strategies to focus on

Managing information similarly to other organizational assets

Ensuring a tight alignment between information and processes that produce organizational value

Recording the value of information consumed to deliver this value

Brought to you by InfoSight PartnersFacilitating Focus into the Value of Information Assets


In the information economy, information is a valuable asset of the organization, but few companies have found a way to:

Measure the value of the information assets of the organization

Positively influence the value of the organization’s information assets

Accelerate the processes used to deliver aligned actionable information

Optimize the availability and use of information for use in business processes

A new strategy is required to manage information assets in the digital economy, where process change is more commonplace

Measure the value of the information assets of the organization

Positively influence the value of the organization’s information assets

Accelerate the processes used to deliver aligned actionable information

Optimize the availability and use of information for use in business processes

Managing Information Assets

Continually align priorities to focus on the right information

Direct governance to eradicate roadblocks to using information

Accelerate the processes used to deliver information to a continually changing pool of business processes

Continually align processes, information and process actors

Managing Information Assets

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Some basic tenets of the new strategySome basic tenets of the new strategy

Information

• Finished goods information inventory is assembled from

dataValue

• Information has zero value until it is used by business

processesScenario

• The value extracted from information is dependent on usage

scenariosRecognition

• The value of information assets must be proactively

recorded Roles

• The new strategy will require a realignment of

organizational rolesA catalog of information assets and their

potential value is central to the new strategy

Some basic tenets of the new strategy

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Incoming Raw Data

Raw MaterialsInnovationsKnowledgeHeard InferencesLearned Inferences

Required InformationRivers of information supporting the business models of the organization

ConfigurationDevising information assets to be aligned to their consumption in business processes

Cycle TimeEnsuring alignment of the transformation processes with the business cycle time

Machinery

Executing processes that prepare and deliver information to business processes that yield the optimal organizational value

Measuring Use of InformationConsumption of information withi`n business processes is measured to record information valuation

Realized Information

Value

Data = InformationWhile information is sourced from data, data by itself yields no valueYour new strategies should spotlight consumption and sourcing of information

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The raw materials inventory that is obtained from internal and external sources consists of learned inferences, heard inferences, the body of enterprise knowledge and innovations

The raw materials inventory of data is not organized to be consumed directly by business processes. Through a mapping process, the organization, scope and other characteristics of information required for business

processes is defined, which becomes the scope applied through the machinery to create information.The configuration of information required for consumption in business processes is determined.

The cycle time required for information to be made available is determined as another configuration instruction for the machinery that prepares information from the raw materials of data.

The machinery is used to construct information. At the exit of the machinery processes, the information has potential value, meaning that it is ready and waiting for consumption within business processes

The consumption of information must be recorded so that it can be realized similarly to the use of other intangible assets of the organization. Information does expire but is not depleting, meaning it can be consumed more than once

prior to its expiration. The information half life is a measurement of potential value decay.

In order for the value of information to be realized it must be recorded. It is the function of the asset manager responsible for information, or the data asset manager to manage the information inventories and record the value

achieved from information similarly to how royalty metering occurs.


Process

InformationA non-

expiring asset consumed in

business processes

Methods

Prepared byInventory Machinery

Strat

Influenced ByNot all use of information is

equal

Measure

Realized byInformation

not measured has limited

value

When is it Information?

Information is a non-expiring asset of an organization that only obtains value when it is consumed in business processes

Machinery is applied to convert data into information. The machinery must be able to prepare information faster than the business process cycle time

Information is worth more when it influences realization of large amounts of value. This realization is stratified by the use class of information.

The value attributable to information must be measured or achieved value will be applied elsewhere

Information is constructed from data; machinery is used to align information with processes orchestrated by a business model that produces value for the organization

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Information InventoryThe finished goods inventory which is managed similarly to other non-depletable intangible assets of the organization. In a perfect world, all impediments, such as information trustworthiness, are removed from information in the WIP processes.

Work in Process InventoryThe interim state which is processed by the machinery which prepares data for tight alignment with processes specifically devised to deliver organizational value per the value propositions of business models.

Data InventoryThe corporate knowledge, heard inferences, learned inferences and innovations not yet aligned with business processes. The raw materials of data must continually be managed in WIP processes to ensure alignment with business processes as they are transformed into consumable information.

Exactly what are information assets?Data is the raw material asset which is constructed into information

Information is the finished goods inventory which is consumable by business processes

Value of the Information Assets

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INFORMATION INVENTORY

WIPINVENTORY

DATA INVENTORY


Recording Information Potential ValueRecording the Information supporting Business ModelsRecording potential value for Reporting, Operational, Prescriptive, Predictive and Disruptive use of InformationThe Chief Data Officer is accountable for influencing potential value

Eliminating Obstacles to Realizing Potential Value

Information Trustworthiness, Information Clutter and several other limiting factors limit the realization of information’s potential value. Governance processes are devised to prioritize the elimination of these obstacles.

Recording Achieved Value

When Information is consumed by business processes, a portion of the value achieved by business processes is attributable to the consumed information. Similar to royalty management techniques, information value is recorded.The Data Asset Manager is accountable for recording achieved value.

Registering Business Processes

Reporting and other non-actionable processesActionable Business As Usual (BAU) ProcessesActionable Non Business As Usual (NBAU) ProcessesBusiness Model Realignment (Disruption Recovery) Processes

Measuring Information ValueIn order to measure the use of information, its use must first be registered with business processes so that its use can be recognized.

The Business Model Canvas is the vehicle to identify rivers of information that flow through business processes that yield organizational value


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V HHIGHMOD

LOW Performance ReportingStandard Reporting and basic analytics

BAU

Business as Usual Prescriptive and Predictive Models

Non-BAU

Market Force changes that limit the value of historical based analyses

Disruptive

Disruptions which significantly alter business assumptions

How is Information Stratified? Information is worth more when it either enables big wins or thwarts big risks. Many business processes will fit one or more valuation models, with situational forces driving information valuation.

However, not capturing information about the situational forces of a particular instance of a business process will commonly force information to be valued as an informational use of information to a business process rather than an actionable or disruptive use of information.

Informational Actionable Disruptive

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Information is used for Regulatory and Management Reporting. These are non-actionable processes, even though exceptions in reports may trigger other uses of information.

Prescriptive and Predictive Analytics are used in actionable business processes. Non-Business As Usual (Non-BAU) uses of information will be used to opportunistically execute actions, thereby yielding premium value. The conversion of BAU uses of information to Non-BAU uses of information is situational.

Disruptive forces radically alter the assumptions on which business models are based. Disruptions typically require swift action, as they upset market equilibrium. Utilizing information in business processes to detect, recast and execute appropriate actions carries a premium valuation.

Performance Reporting reports and basic analytics were once perfectly aligned to the business processes that they were produced for. However, in highly disruptive times and markets,

particularly those markets with digital products, the alignment between the reports and the processes supposed to consume the information contained in those reports quickly fades,

thereby rendering their use for in the best cases business as usual conditions and for historical fact checking. Value achieved from these reports and analysis is commonly low.

LOW MOD

Information devised for consumption in processes situationally aligned to business as usual forces is organized to fit business processes in lockstep with changes in either business models, assumptions of the business models, or changes in processes used to execute the value propositions of the business models. In business as usual (BAU) situations, there have been no or only minor changes to the market forces, and information is used as prescribed to execute the processes they were aligned to.

HIGH

Information devised for consumption in processes situationally aligned to non-business as usual forces is organized to fit business processes in lockstep with changes in either business models, assumptions of the business models, or changes in processes used to execute the value propositions of the business models. However, market assumptions used in these processes have changed and the information has must be consumed in ways slightly or significantly different from the way proscribed in the business models they were aligned to. Successful use of this information carries with it higher valuations.

V/H

In disruptive situations, the basic assumptions used for a business model and the market forces are in a state of flux. Usage of the information aligned to business models will be used in new ways as the models they are aligned with are undergoing changes as well. Successful use of information carries with it a significant premium. Failure to act or misuse of information or acting without information (acting on gut) carries with it significant risks in disruptive situations, as the basic assumptions of market forces are up for grabs in these situations.

Information is used for Regulatory and Management Reporting. These are non-actionable processes, even though exceptions in reports may trigger other uses of information.

Prescriptive and Predictive Analytics are used in actionable business processes. Non-Business As Usual (Non-BAU) uses of information will be used to opportunistically execute actions, thereby yielding premium value. The conversion of BAU uses of information to Non-BAU uses of information is situational.

Disruptive forces radically alter the assumptions on which business models are based. Disruptions typically require swift action, as they upset market equilibrium. Utilizing information in business processes to detect, recast and execute appropriate actions carries a premium valuation.


An Information Valuation Situational Framework*

Value influenced by redirecting business model based on NON-BAU forces Value influenced by maintaining business model trajectory

Information used to steer in an expected business trajectory

Profit center aligned

Activity and other reports

Cost center aligned

Capital and expense used to produce information

Information Alignment

What returns value?

Value Participation

DISRUPTIVE

NO

N-

ACTION

ABLEBAU

NO

N-BAU

Not Yet Aligned

Forces at Work Info Use

Value influenced by recasting business models caused by disruption

Algorithms triggered to create / respond to disruptions

Information used to collaborate actions based on NON-BAU forces

Risks Value

J JL

J K J

L J K

L

?

J

K

L

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There is a tight correlation between the situations in which information is used and the value the information can provide

* Assumes alignment to business processes devised to fit business models Half Life

React Time

Resist-ance

Minor

Minor

Half Life

Impact

Half Life

CauseThe value of information is highly dependent on the situations in which it is consumed within business processes. For example, information can be included in a report which was once highly aligned to business processes (but may longer be aligned to intended business processes).

Information appearing on reports which has to be extracted from reports for use then interpreted has a lower value than information directly ingestible by business processes if processes digesting this information have response criteria associated with them.

At certain times, the response criteria is accelerated due to business conditions (non-business as usual or disruptive conditions), and the ability to wield information has a premium associated with it by the fact that the business processes wielding this information have a similar value premium associated with them.

Resistance to using information increases from information appearing on reports to information associated with disruptive forces.

Reports represent the least resistance. The likelihood of reports to be usable directly without the process participants first to determine how to fit the contents of a report into the process information stream result in reports yielding the least value.

Usage of information is directionally similar to the resistance to using information. A prime way of elevating information value is to eradicate resistance, as proscribed for governance

In the revised information strategies, the mission of governance is to eradicate information resistance and ensure the information made available as devised by the CDO’s playbook is not derailed for resistance. playbook devised by the Chief Data Officer


Mapping Resistance as a Prerequisite to Eradicating itThe more critical and time sensitive a business process is, the higher the effects of resistance to the use of information in business processes. It is a primary role of governance to eradicate resistance through well defined programs. In this way, governance directly impacts the value of an organization’s information assets.

Trustworthiness Information is de-facto expected to be validated prior to consumption by business processes

Clutter More is not better, especially when clutter obfuscates the important information that would make a difference

Context Providing meaning to the information through metadata and semantics gives the necessary context to use informationExpiration Information has a half life, and keeping expired information available to analyses compromises trustworthiness, adds to clutter and often leads to inappropriate actions

Trustworthiness

Clutter

Context

Alignment

Expiration

Alignment The alignment and timing of information to business processes changes regularly as market forces change, not performing the necessary adjustments leads to misalignment

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The cost to fix a data error at the time of entry is $1. The cost to fix it an hour after it’s been entered is $10. And the cost to fix it several months later is $100+.

Trustworthiness Factoid to think about

Stephen Hawking

Clutter Factoid to think about

Trying to drink from a firehose of information has harmful cognitive effects.

Newsweek

Measuring Information Expiration

All information expires, and it’s expiration is based on its quantitative value. The quantitative value decay is called the information half life, which is measured by the following formula: Qualitative Data Value = ((Data Usefulness) X

(Loss to Competitive Advantage) X (Timeliness))


Information Valuation Computation

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The value of information is highly correlated with the value propositions of business models

Value Category Information’s Role Value Measurement

Capture(% of Incremental value)

Identify Capture Opportunities

Present Value of the information’s role in identifying and capturing value from others

Extend(% of Incremental value)

Identify Extensions to customer relationships

Present value of the information’s role in identifying and capitalizing on deeper customer relationships

Protect(% of Incremental value)

Eradicate risks which would otherwise erode value

Present value of the information’s role in protecting from other’s attempts to capture value and protection from regulatory fines

Create(Greenfield)

Innovate which in best cases, ripples a disruption through the marketplace

Present value of the information’s role in realizing discounted cash flows associated with market revenues realized from the innovation

Opportunistic One TimeSystemic

Up Sell / Cross SellSales Funnel Activity

Protect Customer, Prospect Base,

Protect from Disruptions

Disrupt the MarketDeliver on Innovations

Business Terms


Why Information used in Disruptions is so Valuable

Disruptions can change all the market forces

Clayton Christensen, Disruptive Innovation, 2016

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Entrants who disrupt the status quo nearly always win in the marketplace.

The impact of disruptions is highly related to the pace of technical progress.

The information that is used to formulate disruptive innovations or react to other disruptions has elevated valuations, if it can be managed through all four stages of the disruption.

Information is critical through all Stages of Disruption

Emerge Impact

Disruption occursTrack disruption; recast and execute new trajectory

RecalibrateInnovate new business model to fit disruption

EvolveRevise business processes and recast new BAU

An emerging disruption can occur from either a sustaining innovation,

where market forces will be difficult to change (i.e., new and improved) or a disruptive innovation, which can and often does upset the market forces

(i.e., the transistor, the computer chip, the GPS, etc.)

Once the disruption is detected, it should be tracked, its magnitude

estimated and, should it be disruptive, its estimated impact on market forces

defined, which will force a revised business model.

A revised business model will be cast for disruptive innovations, which

require remapping of processes and the information required of the

processes. Because the market forces are changing rapidly, the detection

and execution of a new business model in time to matter carries a value

premium.

Once equilibrium is reached, the revised business model becomes the new conditions defining business as

usual (BAU)

Big Bang Disruption, Strategy for the age of Devastating Innovation, Downes & Nunes, 2015

Disruptions will go through stages• Emergence of the actual Disruption • Impact of the Big Bang, which is when

winners and losers will emerge• Recalibration of business plans based

on the experienced big bang • Evolution of a new equilibrium in the

marketplaceInformation to weather the disruption is required throughout all four phases.

Producer SplitGovernance, machinery

costs offset

Incremental Value recognized revenue split

Promotion Split CDO, DAM Cost Offset

Production CostsProvisioning + Machinery

DevOps

Operations CostsContinuous realignment of business process with information, operations

associated with algorithms

Promotion CostsProcesses to ensure the

availability of the appropriate fully

contextualized, just-in-time, trustworthy,

actionable information

The Data Asset Manager (DAM) orchestrates the Information Asset Royalty Recognition (IAR) processes

The net value of information assets is the equal to the recognized revenue split (as defined in the IAR processes) less the production and promotion cost offsets


Costs Revenues

People

Process

Gove

rnan

ce

Mac

hine

ry

Registration

Recognition

Recognition of value

associated with

information assets

Royalty Approach to Information

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Production Costs are:• The costs to obtain

raw materials (data), • Standardization

instructions (reference data),

• Developed Code used to align information with processes,

• Instructions required to eradicate resistance

• And operational instructions to ensure that information is available just in time for processes

Production CostsProvisioning + Machinery

DevOps

The promotion costs are those spent on the publication of a catalog which is used to communicate• What information is

available• What has been done

to improve the context, trustworthiness and action-ability of the information

• What has been done to ensure the alignment of process with information

• Communication of the information lineage and proof of it’s accuracy

Promotion CostsProcesses to ensure the

availability of the appropriate fully

contextualized, just-in-time, trustworthy,

actionable information

The operations Costs are related to the operational controls put in place to ensure that information is available for manually and automated processes (models, algorithms) just in time for the execution of the business processes

Operations CostsContinuous realignment of business process with information, operations

associated with algorithms

Production Costs

Promotion Costs

Operations CostsValue

Recognition

Recognizing RevenueProducer Split

Promotion Split

Most organizations do not measure the sharing of value produced by the consumption of information in business processes.

By using a royalty approach to measuring this information, a pre-determined split based on how information was consumed (reports, BAU, non-BAU, disruptive) is applied to compute a value for information used in business processes.

How it’s done

Most organizations would consider themselves delirious if they did not actively manage inventories or receivables.

But that is exactly what they are doing with information. That is because they do not treat information as an asset of the organization.

Just like a person is assigned to manage inventories and receivables, a person is required to manage the information assets of the organization, the Data Asset Manager (DAM)

A repository containing what information is consumable by process is available to the data asset manager.

When information is consumed, it’s use is recorded (new capability), and the Data Asset Manager will use the repository to assign value to the consumption of the data asset.

The data asset manager administrates data, WIP and information inventories.


Business ModelThe Business Model and business model components that encompass the strategies and tactics that create, capture, extend and protect organizational value.

ProcessThe processes that are executed as a means to realize the strategies and tactics of the business model.

InformationThe information consumed in processes used to capture, enhance, expand and protect organizational value.

ResistanceThe items that discourage usage of information in processes, such as information clutter, lack of context, trustworthiness and other factors.

A Model to Map the Value of InformationProcesses consuming information within business models


Ways to Obtain Value

CREATE

CAPTURE

EXTEND

PROTECTThwartRisk

Cross/ Upsell

CaptureOpportunity

Innovate

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Business Models represent the intents of the business. They are executed by business processes of the

organization, and each of those processes source and/or produce information (not data)

The value of information is measured as an enabler of the processes consuming the information. The

information is an intangible asset which has value by the fact that it was instrumental in making the outcome of

the business process successful.

What most organizations do not do is measure the value attributable to the information in a way similar to the

means used to recognize royalties.

Resistance is the forces that make it difficult to use information in business processes. These forces can be lack of trust in the information or inability to find the necessary

information due to clutter.

In this asset management strategic approach to information management, governance is directly accountable for

eliminating resistance that prevents the use of information at critical times. By eliminating resistance, governance is

directly impacting the value of information.


Mapping the intersection of processes and information

Through use of benchmarks, interviewing and other methods, an inventory of processes and information is constructed.

Key initiatives that will improve the use of information in situations where premium value is achievable are prioritized.

Cultural issues which impede the dependence on information are identified.

The potential value of information is registered at the intersection of processes and information.

Governance effectiveness is analyzed, as governance is the body which prioritizes the elimination of limiting factors.

Business Models and

Associated Processes

Information Assets and Source Data

Actors and Accountabilities

Potential Value (Possible Intersection)

Actual Value (Consumption of Information)

Resistance (impediments to using information at critical times)

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Mapping Information Flows to Business Processes

Each process orchestrated to complete the expected outcomes of the business model either consumes, creates or dispatches information.

Each of those information flows are associated with achieving value to the organization.

A set agreement detailing how value will be associated with the consumption of information is negotiated and the value.

There are information inputs and outputs from each business process. The consumption of these information assets as inputs and outputs of the business process are registered as achieved value of the information assets.

The value of information is the accumulation of information consumed in business processes, either as input, output or process managed information.

Information Input(used for analysis)

Critical Information Input

ProcessInformation

Output(execution

plan)

Process Managed Information

Execution Feedback

CollaborationInformation

Triggering Information (critical info)

Closure Information

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Process Managed Information

Information Output

(execution plans)

Information Input(used for analysis)

Critical Information Input

Execution Feedback

Some important notes

As information moves through the value framework, the likelihood of information being sourced internally decreases.

Internal information is usually respective and can project departures from the status quo but can not give insight into what the departure from status quo has been.

Disruptive events commonly don’t fit the models which align information to the status quo.


Critical information will be obtained from a variety of sources as deemed necessary to identify what has happened, derive and test hypotheses, and derive and coordinate action plans.

Algorithms and models are vehicles to pre-wire information in a specific way so that it can be consumed quickly.

Of course algorithms and models may be of lessened use during disruptive times.


The ability to collaborate execution plans quickly so that the information is used in a consistent manner is as much a determinant of success as is utilizing the right information.

Algorithms and models force a level of consistency, as long as they are aligned to the process they are integrated into.

Without this integration, they are little more than another reporting source.


An alignment validation is a process which uses the repository of processes and information as its source and validates that the alignment baked into the information and the algorithms and models that automate the consumption of this information still holds true.

If there is a misalignment, then the information machinery is adjusted, the information is recast and any automation is retrofitted.

This process should occur regularly.

Alignment Validation

Collaboration Fit (RACI validation)


Valued Actual

Heard Inferences, Learned Inferences, the body of enterprise knowledge and Innovations (the data source used to construct information)

Data transformed by aligning to business processes, including context and eradicating usage resistance.

Information cataloged for consumption by business processes

Information that has been consumed (information doesn’t expire and can be used by other business processes up to expiration)

Information whose consumption has been recognized by the Data Asset Manager

The Data Asset Manager (DAM) administrates the inventory of information assets

Actual

Potential

WIP

Data

The classes of Information Inventory

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Information Assets

Registering Value to the use of Information

When Information is consumed by a business process, its use is recorded and a pre-determined percentage of value associated with the business process is assigned to the information.

A pre-determined premium is assigned to the use of the information in Non- BAU and Disruptive instances of business process.

A new role, the Data Asset Manager, is accountable for recording the recognition of value associated with information.

When information is used in business processes as prescribed in business models mapped to information, the value of that information is recorded and tracked. The cost of obtaining data and transforming it into information is subtracted from the value recorded for the use of information. The remainder is information’s net contribution to an organizations achieved value.

The Information Assets of the organization can be recorded as a balance sheet item of an organization.

Potential Information Value Registry

Information Consumed in a business process is

recorded

Record Information value associated with business

process instance

Recognized Information Value

Business Process

Source DataMachinery

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The Data Asset Manager (DAM) administrates the

Potential information value registry (1),

Record of recognized information value (2),

And the measure of resistance (potential (1) less actual (2)).

1

2

Click the roles (1 – 6) in order

for more information

CDO CRO

DAM DGC

Information Assets

Own and

oper

ate

mac

hiner

y

Align with Business Processes

Eradicate

Resistance

Record Use of

Information

Protect the

Information Assets

CIO

Accountability for the Information AssetsNew Strategies demand new roles

Chief Data Officer

Chief Risk Officer

Data Asset Manager

Data Governance Council

Chief Information Officer


Strategic : Direction Setting

Tactical : Enhance Value

Operational : Own Machinery

The CDO is responsible for aligning information with business processes in ways that maximize information value

The Chief Risk Officer is responsible for protecting the information assets and use of information assets

The Data Asset Manager is the inventory manager of Information Assets

The Data Governance Council is responsible for eradicating resistance, or impediments to using information at critical times

The CIO is responsible for the machinery that transforms data into information and eradicates information use resistance

The non-depleting but expiring

intangible assets of the organization

(raw materials data, WIP & finished

goods information inventory).

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1

2

3

4

5

6


Putting it all together

The Business Model Canvas is an visual model that graphically depicts business model.

From an information vantage point, the BMC is being used to determine and register information consumed within business processes.

The valuation of information consumed in business processes will be determined by the criticality of the specific instance of a business process.

The Business Model Canvas (BMC) is an easy to explain graphic depiction of business models. Information only has value if it is used in realization of a value proposition. Rivers of Information flow through the components of the BMC, which should be mapped and registered if information value is to be measured.

Information valuation will be recorded similarly to processes used for royalty recognition of digital assets.

Business Model Canvas

Processes Supporting BMC

Information Consum

ed in Processes

Machinery used to transform the raw materials of Data into Information

The resistance to using information at critical and time sensitive times

The willingness to use information at critical and time sensitive times

The ability to meter the use of information in business processes

The conversion of potential value to achieved value for the organization’s information assets

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MachineProcess Potential Record

Initiate a program that maps the potential value achieved from information within business processes.

Create a facility that is used to record the potential value achievable from information and a corresponding process.

Develop the facilities and accountabilities to recognize value when information is consumed in business processes.

Identify and prioritize the eradication of roadblocks impeding the conversion of potential to realized value from information.

Map Information flows in business processes through the business model canvas.

Record the potential value of information by mapping information to process and the source data used to manufacture consumed information.

Assign accountability to record the use of information in ways similar to royalties associated with digital assets.

Fine tune the machinery so that information can be used in situations where premium value is achievable.

Adopting A New Information Asset Management Strategy

Map information to business

process

Develop processes to register potential

value of information assets

Ensure the information machinery is capable of operating

in situations of premium information value

Develop processes to record the use of

information in business processes

The first step should be to devise a roadmap to a new information strategy which values the wielding of information similarly to recognition of royalties from digital assets

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Assign a Data Asset Manager (DAM) and organize to perform the information asset management processes

Select and use a catalog that captures potential and actual use of information(Note: The catalog must track, information, business models, processes, actors, resistance, etc.)

Incentivize your CDO to relentlessly identify and preference uses of information that enhance organizational value (Note: This is not a pitch to perform more analyses, produce more reports, nor store more information. If the information is not consumed in business processes, it generates cost but does not generate value.)

Architecting your next-gen information strategy

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Who Is InfoSight PartnersFacilitating focus into the value of information assets

InfoSight Partners’ mission is to facilitate the journey companies take to gain focus into the value of their information assets.

Once this journey is started, a new approach to managing the organization’s information assets gains clarity.

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Thank You

Q & A

Documents

Rethinking Information Strategies