This presentation explores the value proposition for Information Quality and what IQ professionals can do to build a compelling case for action in their organisations to tackle the Information Quality challenges in good times and in bad.

1. Reflections on the Value Proposition for Information Quality Hints, tips, and Jedi Mind tricks for getting management buy-in

3. “Would you tell me, please, which way I ought to go from here?”

4. The Cheshire Cat

5. “That depends a good deal on where you want to get to”

6. Alice

7. “I don't much care where…”

8. The Cheshire Cat

9. “Then it doesn't matterwhich way you go…”

10. Alice

11. “…so long as I get somewhere…”

12. The Cheshire Cat

13. “Oh, you're sure to do that ifyou only walk long enough…”Alice in Wonderland

15. Information as an Asset

16. Good Decisions, based on sound information

17. Vision of the future?

18. How are we selling it?

19. Bringing your IQ/DQ programme to Market

20. Reframing the discussion for a crowded market place

21. Selling Information Quality

22. Perspectives on Information Quality

23. Tell me a Story…

24. How stories of success and peril can win hearts and minds.Outline of Presentation

26. How is it integrated / accounted for?The Asset

28. IT often does not want to raise a red flag since they know that they will be blamed for it

29. Business management wants to believe that their IT departments are top notch and that their systems are first rate

30. Transparency is still lacking

31. Is this an IT problem? What about?

32. Poorly articulated requirements

33. Poor acceptance testing

34. Poor data creation processes

35. … and more?Distrust and not Caring

36. “But it’s supposed to be bigger”

38. Data and the quality of data is not managed as rigorously as are most other assets and activities

39. A characterization of the state of data quality awareness and responsiveness

40. People are generally aware of problems with data

41. People consistently underestimate, by a large amount, the extent of the problem

42. People have generally no idea of the cost of the problem to the organization

43. People have generally no idea of the potential value in fixing the problemTrust and Caring…

44. Communicate Socialize Decisions Analyze Feedback Knowledge Enhanced Compliance Increased Effort Contextualize Feedback Information Feedback Data Increased Value Connecting Good Data to Good Decisions

45. The objective is to merge the interests of senior leaders and quality leaders into a single, cohesive agenda that moves the organization forward

46. When we reflect on our objectives and our alignment, we need to be sure we are seeing the full picture…

47. Selling Information Quality How do we create the ‘common cause’ in a crowded market?

48. Build Trust and Success Information Quality Reframing the Market Place

50. Define the entity “Football”

51. IQ Impact/Opportunity A generic strategy map, based on Kaplan & Norton Getting on the Map

52. A Value Delivery System Value Proposition How resulting experiences will be provided How resulting experiences will be communicated Reduced costs of compliance All information required readily available with clear lineage and auditability Improved time/ability to respond to regulatory requests or investigation ??? ‘Early warning’ of issues likely to attract regulator ??? Quality built in, less risk of error and more timely awareness of problems Compliant at lower cost ??? Joined up organisation thinking, right hand knowing what left hand is doing View of customer record consistent across organisation Not winding up in court for harassment of customers ??? ???

53. Value Propositions evolve Polaroid Pogo Digital Camera Polaroid Instamatic Box Brownie

54. Value Propositions evolve Memory sticks, card readers, printers, printing booths, photo albums Film, advice, photo albums Polaroid Pogo Film, advice, spare parts, developing Digital Camera Film(?), advice, photo albums Polaroid Instamatic Box Brownie

56. Understand the problem

57. Present the solution in an understandable way

58. Have clear first steps that solve the immediate problem while laying foundations for next steps.Formula for Change

59. = Smelly Gym Socks A rose by any other name?

60. In real life, unlike in Shakespeare, the sweetness of the rose depends upon the name it bears. Things are not only what they are. They are, in very important respects, what they seem to be. Hubert H. Humphrey

61. Compliance Problems getting you down? Buy a data profiling tool and all your troubles will be over. Trust me....

62. In Data/Information We Trust

63. Wrap up

65. Trust (internal and external)

66. requires clear communication.

67. A culture of caring for information and information consumers requires communication

68. Communication happens through language…

69. Keep shouting loud enough in a language your audience doesn’t understand and you get nowhere

70. Change happens through communication

71. Understanding dissatisfaction

72. Communicating vision of future

73. A shared vision, with stories of success, builds trust.

74. An understanding of the Value Proposition builds credibility.Communication is key…

75. A quick case study What is the value proposition for this company?

76. Ferguson v British Gas [2009] EWCA Civ46 British Gas continued to bill a customer (Ferguson) after they had switched to another provider. Passed details to collections agency, were commencing legal action etc. Customer had no outstanding debt and was no longer a BG customer Court of Appeal held that: Companies can be liable for harassment in cases like this The absence of a “controlling mind” is not a defence. “The Computer made us do it” will not wash. Apart from liability under the Protection from Harassment Act, it was also highlighted that people in this situation could take a complaint to Trading Standards as well. Poor information quality can get you sued.

77. Value Proposition Value Proposition How resulting experiences will be provided How resulting experiences will be communicated Reduced costs of compliance View of customer record consistent across organisation Ensure notifications about inaccuracy in customer data are investigated and corrected quickly Run Consistency checks on customer data on a regular basis Ensure training and organisation culture support quick response to inconsistencies or inaccuracies in customer data. Not winding up in court for harassment of customers Publish a consistency report for management Track accuracy reports and actions at management meetings Be able to compete on higher standard of customer care. Publish case studies on how well we are doing. Present at Conferences ???

78. Questions?