| | DECEMBER 20229CIOReviewwhat and the how) behind the D&A program including the target state, the operating model and business engagement.While some organizations embed portions of the DMF within their D&A strategy, a D&A strategy is not the same as a DMF. A DMF is realized incrementally via a D&A strategy and roadmap that lay out the program to incrementally build out the target state. The D&A strategy describes the priorities, guiding principles, actions and the roadmap (order of projects/initiatives) you're pursuing to reach the target state. The DMF defines what you have accomplished when you have delivered the D&A strategy. It represents both the what and the how of your D&A program. In other words, the DMF answers the question, "What capabilities make up the data and analytics program?" Conversely, a D&A strategy should outline where and when individual DMF capabilities will be developed and delivered. The D&A strategy needs to be built in concert with the framework. To help the businesses reach their target state and to ensure alignment across the organization, it is important for the D&A strategy to define the strategic themes of the organization's D&A program. The D&A strategy and roadmap answer the question, "How & when will the DMF capabilities be realized?". Effective D&A strategies and roadmaps are written with due consideration to the following principles:· Innovative: as in the world of investing, diversification across multiple fronts in an orchestrated pattern across tactical, strategic and incubator initiatives.· Practical: a D&A strategy should be pragmatic and well-grounded in recognizing and accounting for the inherent capacity for change within your organization (business and technology).· Aligned: As an adjunct to the business strategy, a D&A strategy articulates near-term quick wins and illustrates a long-term target state that closely follows and is fully aligned with the stated business direction (whatever that may be).D&A strategies and roadmaps evolve over time, but the DMF stands as the book of record for describing the entirety of the D&A program.The third and final leg of the stool is the Data Policy. The Data Policy contains declarative statements that establish the guidelines and standards to guide employee behaviour in the use of D&A to support business objectives across the Company. The Data Policy also defines key roles and responsibilities for those accountable for data management to ensure that data is managed appropriately as a strategic asset to optimize business value, reduce risk and maintain the trust of all stakeholder parties. In summary, the DMF describes an operating model for effective data asset utilization and management, the D&A Strategy describes the actions in how to build out the DMF, and the Data Policy measures compliance with stated intentions through declarative statements. Making Data Work at ScaleRegardless of where you are in your data journey (be it ideation, initiation, renewal, transitional, growth), the nature of D&A suggests that getting ahead and remaining there requires the collective organization to be comfortable operating in a state of perpetual evolution. A key operating principle is to be nimble enough to evolve at-scale while maintaining currency and alignment with the business strategy.Human nature dictates that change cannot happen overnight. Among the many challenges to overcome include how to change the organizational culture into one that is data-driven. So, what does that mean? When kicking-off a large-scale D&A program, it is critical to identify and engage key stakeholders, i.e., individuals that will be directly involved in, impacted by or influential to the program. They can be internal or external participants, as well as partners and/or agents of the business. By understanding the key stakeholders, their level of support towards the program, and their unique set of circumstances, program leadership can effectively prioritize elements of the program scope and realize capabilities in the most impactful manner. Change Management of your stakeholder community is critical to adoption at-scale and long-term program success.
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