21st Edition
Data Management Leaders Conference
Driving data as an asset concept within the business
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What are the key considerations when it comes to developing a robust data governance framework?
It comes down to my old recipe for Chief Data Officers: There will be no success without authority and acceptance.
A mandate and authority from the top are indispensable from the very beginning. Governance does not work if it remains a non-binding recommendation.
Authority alone, however, will not be sufficient without acceptance by the workforce. You need to Invest in communication, develop a data culture, foster trust and give people good reasons to follow you voluntarily.
The governance framework itself can only be as successful as you are in these two areas.
What could be some of the future challenges as well as the trends within the governance process?
Here's my biggest concern: Business functions overestimate their data competencies. Keeping Masterdata in databases or feeding Google's AI interfaces with loads of transactional data sounds simple. But even the heavily promoted idea of data self-service comes with a risk if the consumers are not data-savvy. Would a nurse be able to do open-heart surgery just because all medical equipment is top-notch? We might have to train and certify business users first.
How has data governance process changed in the recent climate and what are the major challenges today?
Most of the recent developments in business have had an impact on data governance. To name just three positive examples:
o The project world moves from Waterfall to Agile, from project leads to product owners. While the waterfall approach is not generally bad, Agile provided us with the great concept of Data Products. In the past, we used to ask, "What data do you need?" But providing data like raw materials led to misinterpreted data. Today, we rather ask, "What do you want to achieve?", and we design our data products accordingly.
o Secondly, companies change from central competencies to distributed expertise. As a result, both autonomy and responsibility of business functions increase simultaneously. Consequently, we need a new split of responsibilities around data: What does an organisation need to govern centrally, and what should be free for business functions to manage on their own?
o Finally, assets are seen as company-wide resources, not owned by single departments. This view also increasingly applies to data: All data is owned by the entire company, not by the departments that collect or create it. As a result, we see a shift from siloed data ownership to shared data concepts.
As with all changes, you will face resistance, from the janitor to the CEO. You might fail without professional change management.
How or to what extend does poor data quality threaten the business?
Times change, but the three dimensions of the impact of bad data stay the same, and they often materialise in combination:
o First and foremost, bad data results in financial losses: the need for re-work costs money, the best algorithms lead to wrong decisions if fed with bad data, and so on. The more we rely on data, the more significant the impact of bad data becomes.
o Secondly, data issues put us at risk of violating the law - accidentally, because we don't know better. And we should not expect the authorities to accept ignorance as an excuse for non-compliance.
o The third area is that of a company's reputation. For example, failing to follow our customers' preferences about how (not) to get contacted can not only result in fines but is also perceived as disrespectful. And customers would assume that such a company doesn't have its data under control. Would you trust such a company in other matters?
Ahead of the 21st Edition Data Management Leaders conference we spoke with Martin Treder, Head of MDM Business Partner at Boehringer Ingelheim, Germany. Martin is a seasoned, hands-on Data Executive, speaker and advisor with more than 25 years of experience in international corporations. During the past decade, Martin established and led the international Data Management organisations of DHL Express, TNT Express and FedEx Express, covering the areas of Data Governance, Masterdata Management, Data Modelling, Data Quality, Data Science and Data Analytics. Today he works for Boehringer Ingelheim, one of the world’s top 20 pharmaceutical companies. While being a studied Mathematician, Martin has always focused on hands-on Data Management. His priority is to create long-term commercial value through well-governed data while shaping a data-conscious culture. His second book about Data Management was published in 2020.
25-27 January, 2023
DoubleTree by Hilton Amsterdam Centraal Station | Amsterdam, Netherlands
Martin will be presenting a case study during day one (26/1/2023) of the 21st Edition Data Management Leaders conference!
For registration pricing and multiple attendee discounts, please contact:
Ria Kiayia
All Rights Reserved. marcus evans ® 2023
Interested? Do you feel you will benefit?
An interview with Martin Treder, Head of MDM Business Partner at Boehringer Ingelheim, Germany
What do you hope to gain by attending this Data Management Leaders conference and what can attendees to learn from your presentation?
As usual, I expect to meet great people with a wide range of experiences across all industries. I will be happy to make my little contribution, sharing the essence of 30 years of working with data.
Case Study: Corporate Master Data Management between Policeman and Service Provider: How to develop the right mix between effective central guidance and practical support of all business functions
- Understanding common pitfalls of traditional governance frameworks and the rising importance of the customer perspective.
- Finding a tailored approach to balancing the need for enterprise-wide data governance accountability with the demand for localised solutions.
- Understanding the specific needs and preferences of all stakeholders while explaining the value of corporate rules and governance.
- Establishing strong and effective data standards and procedures, supported by clear roles and responsibilities - while sharing authority.
