| | DECEMBER 20228CIOReviewIN MY OPINIONBRINGING DATA AND ANALYTICS TO LIFEBy Cal Rosen, Chief Data Officer, SGI CanadaCal Rosen, Chief Data Officer at SGI Canada, is based in Toronto, Canada. Cal began his data and analytics journey more than 25 years ago defining and building data warehouses and prototypes for the Telco industry in the US and Canada with Teradata Industry Consulting. He has since led data and analytics consulting practices for PwC and Cap Gemini Ernst & Young in addition to starting and successfully running his own consulting business ­ Action Info Consulting. Cal has successfully delivered end-to-end programs and projects in multiple industries across North America (e.g., Communications, Retail, Financial & Insurance, Energy & Utilities, Transportation, Healthcare, Natural Resources, Gaming and Public Sector). More recently, Cal has held executive leadership roles in the nascent Data Office's for two of Canada's largest International Banks helping to define, author and roll out their data mandates, their data strategies as well as the entirety of their data programs. As a data and analytics thought leader, passionate evangelist, and author, Cal is a sought after speaker and panelist having delivered sessions in countless data and analytics conferences.Having defined and developed far reaching data and analytics (D&A) strategies and programs as a Management Consultant and Executive in over 40 large North American and Global organizations in numerous industry sectors, I have seen a lot and learned even more about achieving the D&A holy grail. There is a widely held belief that a given organization is different than their competitors, but when it comes to D&A, many have more in common than they believe. A common outcome for every organization is that enhanced D&A capabilities will stimulate proactive business decisions and actions via the effective dissemination of the right data, with the right level of detail, to the right person, at the right time.While the ingredients for D&A follows broadly shared and often discussed CSF's and guiding principles, the success of any emerging D&A program lies in the variability of the recipe. In general, the differences are rooted in where you are starting from (current state being what you have done and where you have been), organizational culture (one of; steady as she goes followers, toe in the water measured innovators, or aggressive bronco riders), capacity to change, and the appetite (pace and funding) to get there. The view from the top in securing executive sponsorship and consensus for "what good looks like" is another key consideration. Data & Analytics Management Framework One of the foundations of success is establishing a Data & Analytics Management Framework (DMF). A DMF documents and describes the tenets of the D&A program for the effective governance, management, and utilization of data assets. The DMF outlines the relationship between stakeholders, people, process, and technology to govern the delivery of company-wide data capabilities to support privacy and consent, consistent and trusted insight development, and evidence-based decision making. Each dimension of the DMF defines and describes the essential ingredients (both the
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