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A Lawyer, a Salesperson and the Operations Guy Walk into a Bar . . .

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he purpose of data analytics is not generating data sets but providing proprietary insights into your company and your industry for a competitive advantage. The true value of the data depends on the context and can be different for each business unit. In today’s big data world, CDOs and CIOs are part of the customer-facing revenue generation equation – bringing new roles with new challenges that require a greater understanding of both legal constraints and business requirements. Effective implementation requires a multi-disciplinary approach that integrates the triad of IT, marketing and legal. A multi-disciplinary approach drives value to the organization’s different business objectives, and controls regulatory compliance risk and optimizes operations.

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A Lawyer, a Salesperson and the Operations Guy Walk into a Bar . . .

  1. 1. A Lawyer, a Salesperson and the Operations Guy Walk into a Bar . . .
  2. 2. Presenters • Responsible for building governance discipline around analytics and regulatory compliance within Information Value Management® • 20+ years of experience in leading solutions, design & implementation efforts • Experience with architecting and implementing analytical and data management solutions • CMMI Certified Enterprise Data Management Expert (EDME) Jonathan Adams Compliance & Analytics Governance • Co-chair of the Health Care Technology & Innovation Practice • 20+ years of hands-on law firm and in-house experience • Experience advising clients on topics including licensing and commercialization of intellectual property, contractual issues, and capital raising activities • Routinely advises corporate entities and academic institutions regarding data aggregation, monetization, and usage Lynn Scott Co-Chair, Health Care Technology & Innovation Practice
  3. 3. The situation … A Lawyer, a Salesperson and Operations guy are sitting in a bar. It is a little socially awkward. They have no common ground over which to engage…
  4. 4. The Challenge Creating a framework that brings multiple disciplines together to reconcile different goals and perspectives
  5. 5. Perspective & Context are Conditional Lawyers, sales and operations look at the world through different lenses Sales People Life is aspirational – When we execute my ideas we will change the world and all will be great! Lawyers The world is conditional – It all depends: what you are doing, who is involved? where? … Operational Leads Winning through execution – Capacity, schedule and resources drive decisions Can we do this? Do we have what we need? Am I going to get screwed?
  6. 6. It’s Tough! Each role has its own perspective Sales People Gotta have it – otherwise we do not get $$$ Lawyers Cannot provide a simple answer - EVER! Operational Leads Always juggling
  7. 7. Lack of a multi-disciplinary approach has impact Financial Fraud Analytics Highly effective detection models created in analytical sandbox Throw all the work away - Legacy system could not execute “new models” No one spoke to Operations! GDPR Compliance Legal team performed analysis and defined requirements Legal recommended $5 million for IT budget – no input from IT Jury still out – is $5 million enough? Cyber Security Legal recommendations made regarding contract terms, insurance, etc. RFPs may have scored certain risks lower to reduce costs Chief data officers/IT not involved
  8. 8. So how do we address the challenge? What is the governance framework that aligns business impact and outcomes with actors, systems and data?
  9. 9. Governance Framework The building blocks of governance and how they are assembled to align data and data management to business context & business value There are four questions that must be answered to build a Governance Framework
  10. 10. 1. Why is the data valuable? Top Line Revenue: Sales Growth ↑ Attrition ↓ Market Share ↑ Operational Efficiency: Margins ↑ Cash Flow ↑ Cost Avoidance: Compliance ↑ Risk ↓
  11. 11. Value = alignment with business strategy Top Line Revenue Operational Efficiency Cost Avoidance • Workstreams • Timelines • Key Success factors
  12. 12. This concept of value engages the business stakeholder’s perspective • Explicit recognition of the business goals and objectives • Clear expectation of what has to happen to achieve those goals • Metrics provide a way to monitor and adjust expectations Sales Marketing
  13. 13. 2. What is the data? Knowing what data is required and its origin determines the scope and nature of the operational challenge
  14. 14. Cataloging is critical Catalog must drill down to data level and align with Value Data Asset: Transaction File dd/mm/yy Purchase $ Purchase Date Purchase SKU Customer Metric Tags Purchase Activity PI Collected Channel = Web Product Category
  15. 15. Operational planning is shaped through Catalog • Availability, source and quality of data can be assessed • Scope and scale of data is known • Data systems and IT stakeholders identified • Commonly agreed on prioritization method supports engagement with sales & the business Operations
  16. 16. 3. How are value and data operationalized? How is the data used? And by whom? Articulating key processes and aligning data to tasks ensures that operational enhancements are grounded in business process
  17. 17. Operational tasking is executed at the process level Operations can identify key actors around which to anchor use cases
  18. 18. Operational Planning is grounded in the reality of the business processes • Business Impact can be assessed • Applications and business stakeholders identified • Accountability is enforceable at the data level • Operational context can be easily communicated to legal Operations
  19. 19. 4. What are the controls? The legal and compliance perspective calls for the implementation of observable, measureable and enforceable controls
  20. 20. Standards & Rules drive the control model Standards aligned with objectives provide enterprise wide guidance on the implementation of policy Rules implement governance controls Standards define Rules Rules implement Standards
  21. 21. Legal Teams will look to control rules to mitigate risk • Risk can be evaluated in the context of the data, the source, the user and the business use • Risk mitigation strategies can be crafted at the operational level WITH the Operational and Business teams • Groundwork is set for a “negotiated” adjustment to people, process, technology and outcomes Legal
  22. 22. The Complete Framework An integrated perspective that provides all stakeholders a way to express needs, and interface with colleagues
  23. 23. Why does this work? Sales Marketing Confidence that required capabilities are supporting business goals Understanding of their role in execution / expectation setting Legal Alignment of control elements; the actors and what data is involved Default answer moves from “no” towards a dialogue around configuration of Framework elements Operations Resources, timelines and impacts are managed Engagement creates agility around business requirements and use cases
  24. 24. Critical Success Factors in building the multi disciplinary team • Having a Framework: Define a consistent approach to framing the problem that allows key stakeholders to view the challenge in their context • Organizing Around Risk: Create a Governance Operating Model that explicitly involves all players early on in the process • Understanding Goals: Agree upon initial and on-going business goals
  25. 25. Thank you for your time • Any questions? • Feel free to reach out if you require any additional information: Jonathan Adams jonathan.adams@datumstrategy.com Lynn Scott lscott@polsinelli.com

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