Conference Day 2 - 17 April 2013
| 08:15-08:55 | How Does Your Data Governance Program Rank? Michele Koch, VP Membership, The Data Governance Professionals Organization |
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| 09:00-10:00 | PLENARY KEYNOTE |
Integrating
Data Governance & Big Data with MDM Business Processes Sunil Soares, Founder & Managing Partner, Information Asset |
| 10:00-10:30 | Break and Exhibits | |
| 10:30-11:15 | MDM KEYNOTE |
Field Reports for 'Top 15' MDM, RDM & Master Data Governance Solutions Aaron Zornes, Founder & Chief Research Officer, The MDM Institute |
| DG KEYNOTE |
Building the Business Case for Data Governance Anwar Mirza, Financial Systems & Data Governance Director, TNT Express |
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| 11:20-12:05 | Customer MDM | Multi-Entity
MDM for the Enterprise Bert Hooyman, Enterprise Information Architect, Royal Philips Electronics |
| Product MDM & Reference Data |
Establishing
Reference Data Governance in the Large Enterprise Petter Larsen, Head of Data Governance, DNB Thomas T. Thykjaer, Lead MDM Consultant, Capgemini |
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| Master Data Governance, Futures |
Andy Walker, MDM Lead, BP |
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| DG Strategy & Best Practices |
Data
Stewardship and Governance Priti Padhy, Director, Information Insight, Microsoft |
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| DG Case Studies |
Applying
Good Data Governance in the Environment Agency - The Challenges & the
Opportunities Lisa Allen, National Data Integrity Manager, The Environment Agency |
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| 12:05-13:25 | Lunch and Exhibits | |
| 12:35-13:20 | Industry Innovation Session |
BEST PRACTICES: Incremental MDM as a Proven Strategy Stephen Parry, Enterprise Data Management Practice Lead, Cognizant Technology Solutions |
| Industry Innovation Session |
Better Information for Better Business Decisions: How Data Governance Ensures Confidence through Context Sean Crowley, Senior Product Solutions Manager – Data Quality, Informatica |
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| 13:25-14:10 | Customer MDM | Business
in the Driver’s Seat for MDM- Integrating MDM with BPM Jesper Persson, Program Manager - Global Process Office MDM, Tetra Pak |
| Product MDM & Reference Data |
MDM to Drive Business Transformation Ronan Hanrahan, CIO, Genworth Financial Andrew Kinnear, Information Management Lead, Genworth Financial |
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| Master Data Governance, Futures |
Moderator: Aaron Zornes, Founder & Chief Research Officer, The MDM Institute Panellists: Sakari Jorma, Regional Director, Software AG EMEA, Master Data Practice Lead, Software AG Steve Jones, Capgemini Navin Sharma, Dir. of Product Management - Data Management Portfolio, Pitney Bowes Software, Inc |
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| DG Strategy Alignment |
Using
“Data Value Chain Analysis” to Drive Efficient Data Governance Janani Dumbleton, Sr. Consultant - Data Governance & Strategy, Experian QAS |
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| DG Case Studies |
Agile
Data Governance - Delivering Real World Success Fast! Will O'Shea, Technical Project Manager, Yorkshire Building Society Jason Perkins, Principal BI Architect, EWOC Lineke Broadbent, Data Governance Manager, Yorkshire Building Society |
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| 14:15-15:00 | Customer MDM | MDM to Drive Business Transformation Tero Ollila, Information Management Consultant, Siili Solutions Oyj Kari Pirttikangas, Head of Information Management, Siili Solutions Oyj |
| Product MDM & Reference Data |
Business
Opportunities for Integrating Customer Data Matthias Roggendorf, Senior Expert, Business Technology Office, McKinsey & Company |
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| Master Data Governance, Futures |
Johan Greyling, Director, Finance Process Change, Colt Technology Services Group Alvin Navarro, Specialist, Finance Systems & Processes, Colt Technology Services Group |
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| DG Strategy & Best Practices |
Analytical
Data Governance Ajay Tripathi, Manager Analytics Practice, Deloitte |
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| DG Case Studies |
A+B=C … Deriving “Business Value Metrics” is Not That Easy Michele Koch, Director, Sallie Mae |
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| 15:00-15:30 | Break and Exhibits | |
| 15:30-16:15 | Customer MDM | Accelerating
a Single View of Your Data with MDM James Morgan, Head of Customer Intelligence Centre, Telefonica UK Ltd Tony Hodgson, Executive Architect - Information Governance, IBM |
| Product MDM & Reference Data |
EXPERTS PANEL: Best
Practices in Master Data Governance Moderator: Aaron Zornes, Founder & Chief Research Officer, The MDM Institute Panellists: Petter Larsen, Head of Data Governance, DNB Johan Greyling, Director, Finance Process Change, Colt Technology Services Group |
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| Master Data Governance, Futures |
Developing a
Global Multi-Domain MDM & Data Governance Strategy Across Multiple Brands Paula Fretter, Director - Enterprise Information Management, VF Corporation |
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| DG Strategy & Best Practices |
The
Data Governance Jigsaw Puzzle Nicola Askham, Data Governance Coach |
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| DG Case Studies |
PANEL: 2-Minute
Data Governance Strategies Moderator: Gwen Thomas, President, The Data Governance Institute Panellists: Chris Saunders, European Leader DG, Global Business Services, IBM Michele Koch, Director, Sallie Mae Carme Artigas, Co-founder and Partner, Synergic Partners |
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| 16:20-17:05 | Customer MDM | Solving
Material Master issues through Governance, System and Processes Rolf Emmens, Manager MDM, KPN |
| Product MDM & Reference Data |
PIM for European Data Brand Management Cecil Stewart, SPMO Program Manager Information Management, ASICS Europe Ivo-Paul Tummers, Director, JIBES bv |
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| Master Data Governance, Futures |
Farrukh Hasan, Information Strategy & Governance Architect, Virgin Media Julian Vercoe, MDM Specialist, Virgin Media |
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| DG Strategy & Best Practices |
Evolution
of Data Governance Excellence in Large Enterprises: Lessons Learned &
Strategic Directions Andreas Reichert, Researcher at Competence Center Corporate Data Quality, University of St. Gallen |
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| DG Case Studies |
Data
Governance in a Multi-Discipline World of Airlines Ibrahim Oral Emul, BI Manager, Corporate Development and Information Technologies, Turkish Airlines |
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Wednesday
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How Does Your Data Governance Program Rank? Michele Koch, VP Membership, The Data Governance Professionals Organization Join members of the international, non-profit association for data governance, The Data Governance Professionals Organization (DGPO) to learn about the mission and vision of the organization and how we can help you in your data governance initiatives. After a brief overview of the organization, members will share the results of a DG survey given to DG conference attendees throughout 2011. Join us to find out how you rank with other organizations trying to implement a Data Governance Program. |
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| 09:00–10:00 PLENARY KEYNOTE | |||||||||||||||||
| Wednesday 17 April 09:00–10:00 |
Integrating
Data Governance & Big Data with MDM Business Processes Sunil Soares, Founder & Managing Partner, Information Asset Big Data includes unusual types of data such as Twitter, Facebook and cell phone GPS signals, to name a few. Clearly, organizations of all sizes must apply the principles of metadata, data quality, security and privacy, and information lifecycle management to Big Data. Additionally, European Data Governance teams must consider emerging regulations that address the privacy aspects of Big Data such as utility smart meter readings and geolocation data. Moreover, to be effective and relevant Big Data mandates high-quality master data on customers, materials, assets and vendors so that Data Governance aligns both producers and consumers of data. Lastly, Business Process Management (BPM) is critical to addressing data quality issues at the source and to help drive business ownership. Business users may say that IT owns the data but they will never concede ownership of critical business processes to IT. At the end of this session, you should be able to articulate to senior management why MDM, Data Governance, Big Data and BPM should not exist in silos. Some of the topics to be covered in this session include the following:
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| Wednesday 17 April 10:00–10:30 |
Break and Exhibits | ||||||||||||||||
| 10:30–11:15 KEYNOTES | |||||||||||||||||
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Field Reports for 'Top 15' MDM, RDM & Master Data Governance Solutions Aaron Zornes, Founder & Chief Research Officer, The MDM Institute Evaluating MDM, RDM and Master Data Governance solutions is comparable to purchasing your first home – too many new variables, lack of transparency in the pricing, and high pressure sales tactics. On top of this flux, IT executives have to contend with the marketing dogma of ongoing “stack wars” among the mega vendors and the ego-centric “we are the world” viewpoints of MDM, RDM and Business Process Management (BPM) vendors. To cope during 2013-14, many large enterprises will increasingly mandate a unified approach to both data and process architecture/design/ management tools. This session will focus on the “why” and “how” of MDM, RDM, and Master Data Governance technical evaluations by providing insight into:
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Building the Business Case for Data Governance Anwar Mirza, Financial Systems & Data Governance Director, TNT Express In the last decade, pioneers of Data Governance have struggled to justify the allocation of business resources, systems, time and money in terms of bottom-line benefits. Facing similar challenges to Corporate Sustainability & Responsibility initiatives, sponsors of Data Governance face an uphill struggle to gaining support and momentum from within their own organisation. This session shows ways of presenting the formal and informal business case for Data Governance startup programmes and will
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| 11:20–12:05 CONCURRENT SESSIONS | |||||||||||||||||
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Multi-Entity
MDM for the Enterprise Bert Hooyman, Enterprise Information Architect, Royal Philips Electronics Philips (Royal Philips Electronics) is in the midst of executing a corporate strategy for MDM aiming to harmonize product and customer data along with five other master data domains from across its three main business units-- Consumer Lifestyle, Healthcare, and Lighting. As one of the largest multinational electronics companies in the world (122,000+employees, 60+ countries), enterprise-level IT programs are significantly challenging in both complexity and scale. One of the ongoing primary objectives is to reduce the cost of non-differentiating IT through standardization of " Information as a Service". All master data collections will become actively managed "system of reference" data hubs via a Teradata appliance with management processes on top of them. Both product and customer data will be continuously synchronized with a variety of production systems in the IT landscape. Realizing that ability to manage master data is not a differentiating capability of Philips, earlier plans to select best of breed solutions for various master data domains is no longer the strategy. The plan is now to operate MDM and Data Governance processes on top of service-enabled data collections hosted on the enterprise data warehouse (Teradata). In this presentation, we will discuss:
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Establishing
Reference Data Governance in the Large Enterprise Petter Larsen, Head of Data Governance, DNB Thomas T. Thykjaer, Lead MDM Consultant, Capgemini In 2009 DNB initiated a program that will help the bank move from a silo-driven business and IT organization to becoming “ONE – Group” and "One IT". The following Quality Enterprise Data (QED) program focused on establishing enterprise data and definitions with reference data management as one of the main projects. The new reference data management solution is based on establishing an enterprise master for classifications and necessary data governance routines. The solution is based on IBM’s InfoSphere RDM Hub and was put into production in late 2011. In this session best practices will be presented for activating an effective governance regime for reference data, within the framework of DNB’s enterprise Data Governance program. In the context of governance, reference data should be viewed from two distinct perspectives: as a data domain to be governed, and as a tool to assist in the governing of other data. A Data Governance program relies on common reference data sets – classifications, code sets, hierarchies, taxonomies, etc – to categorize the enterprise’s structured and unstructured information. Hence the governance of the reference data sets themselves becomes a critical activity for the program and as one of the primary initial project when the program is established. Specific topics include:
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MDM
Best Practices for the Global Enterprise Andy Walker, MDM Lead, BP A successful MDM strategy results in actionable, accurate information on business partners and materials so that you can increase revenue, reduce risk and improve compliance. Regardless of your platform, robust business processes for maintaining quality data are critical to MDM. You need to be able to readily identify existing business partners’ relationships and to understand new or potential relationships, as well as to adapt to the dynamic and inter-related nature of customers and vendors. In this session, we'll feature how global energy leader BP has implemented an MDM solution with access to high quality, integrated customer, vendor and material data. Key take-aways include:
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Data
Stewardship and Governance Priti Padhy, Director, Information Insight, Microsoft Successful MDM lead data stewardship and governance are only 15-20% technology and platform lead, the rest are 4 layers of Process governance, People readiness and participation, C-Level sponsorship, IT data compliance and methods. This is a success story of Microsoft own evolution to MDM lead data governance and stewardship. |
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Applying
Good Data Governance in the Environment Agency - The Challenges & the
Opportunities Lisa Allen, National Data Integrity Manager, The Environment Agency Good Data Governance is important for any organization-- but especially one like the Environment Agency. We have millions of people depending on our data and information; for example predicting and managing flood risk or for environmental searches for buying a property. Hear our experience of the challenges we faced implementing consistent Data Governance and how we benchmarked and tracked progress using a data maturity model. The presentation will cover our success in how we refreshed our approach, raised the profile and the importance of good Data Governance. Delegates will learn:
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| Wednesday 17 April 12:05–13:25 |
Lunch & Exhibits |
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| 12:35–13:20 INDUSTRY INNOVATION SESSIONS | |||||||||||||||||
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BEST PRACTICES: Incremental MDM as a Proven Strategy Managing Enterprise Data than simply MDM as a tool choice.Rather than attempt to "boil the ocean" savvy organisations are increasingly making smaller, serial investments in MDM-related areas such Data Quality and Data Governance. Whilst these are all linked, they may not need to be at the outset. In fact, industry experience has often shown that to do so may cripple them withthe burden of too much expectation. This session will introduce a fresh approach to these inter-related business programs by discussing recent experiences with a ‘layered’ approach. The business benefits of such an approach will be discussed. Topics to be highlighted include:
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Wednesday
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Better Information for Better Business Decisions: How Data Governance Ensures Confidence through Context
Sean Crowley, Senior Product Solutions Manager – Data Quality, Informatica Investment continues to rise in the areas of data integration, analytics and Master Data Management. Unfortunately, all too often these investments quickly overrun their allocated budgets and timeframes. As a result, organisations fail to maximize their return on data. The effectiveness of any data management strategy, whether it’s focused on analytics, operational data integration, MDM, Hadoop, or a combination of all of these can essentially be judged based on three criteria:
In order to ensure that organisation derive the maximum value from the time and money spent building, updating and maintaining their information landscape, organisations need to build upon a strong foundation of data quality and data governance. |
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| 13:25–14:10 CONCURRENT SESSIONS |
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Business
in the Driver’s Seat for MDM- Integrating MDM with BPM Jesper Persson, Program Manager - Global Process Office MDM, Tetra Pak Tetra Pak is a multi-national company of Swedish origin and is the world's leading food processing and packaging solutions company - operating in more than 170 countries with over 22,000 employees. In 2005, Tetra Pak faced many of the typical/common MDM challenges, e.g., different parallel MDM models, lack of processes, incomplete and scattered ownership, no master data quality metrics, and issue-driven data cleansing. Different to what many companies did at this time, Tetra Pak approached it as a business problem rather than as an IT problem. In 2006, the company initiated a business transformation programme called “Global Master Data Initiative” (2006-2009) which was sponsored by the Global Leadership Team (C-level) and successfully turned the situation around. Best practices that will be shared in this session include:
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MDM to Drive Business Transformation Ronan Hanrahan, CIO, Genworth Financial Andrew Kinnear, Information Management Lead, Genworth Financial Genworth Financial is a Fortune 500 global financial security company that specializes in life and long term care insurance, wealth management, mortgage insurance, lifestyle protection insurance and annuities. The Life-Style Protection business supports over 13 million policyholders across 25 countries. Until the recent focus on MDM, Data Quality was an identified risk as reporting and analytics relied upon extracts from transactional systems with MS Excel dominating as the main BI tool. A significant investment programme was initiated in 2012 to establish a corporate Data Warehouse to provide improved business access to data with modern BI tools. Concurrently, it was determined that it was essential to put in place strong data management processes via a formal Data Governance programme to meet Solvency II deadlines in 2012. Attendees of this presentation will learn strategies for:
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FUTURES FORUM: The Impact of Big Data, Cloud & Social
MDM Moderator: Aaron Zornes, Founder & Chief Research Officer, The MDM Institute Panellists: Sakari Jorma, Regional Director, Software AG EMEA, Master Data Practice Lead, Software AG Steve Jones, Capgemini Navin Sharma, Dir. of Product Management - Data Management Portfolio, Pitney Bowes Software, Inc "Big Data" is now a key asset that needs to be proactively managed. As IT organisations discover the value of Big Data analytics, most will need to significantly improve their MDM capabilities simply to cope with a massive amount of information that many of them will find too difficult to manage otherwise. Not only are many enterprises beginning to evaluate Big Data solutions to solve their business integration challenges. Just as importantly, many organisations realize that Big Data will represent a huge dimension of their "360 degree view of X" as parties/products/services must be uniquely identified via MDM to enable Big Data analytics to be accurate and effective.. This will help deliver the "unified digital experience" via , omni-channel connected marketing, social engagement, and prescriptive insight. Clearly, Big Data is a major IT initiative being undertaken by a large number of market-leading global 5000 enterprises. Big Data requires MDM and Data Governance to be effective. And MDM requires Big Data to accurately provide full-spectrum views. This panel will focus on the answers to such issues to help understand the relationship and dependencies between these key technology trends and MDM by discussing:
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Using
“Data Value Chain Analysis” to Drive Efficient Data Governance Janani Dumbleton, Sr. Consultant - Data Governance & Strategy, Experian QAS The session will provide an overview of Experian’s Data Value Chain methodology used as best practice when starting up or executing Data Governance. The methodology includes processes and tools to develop an enterprise value model around data, and develops the impact data has on business processes and business objectives. The session will include an exercise to help the attendees visualise how data value is derived. It will also cover how this methodology can enable businesses to determine a data management strategy based on data value, develop a business case around data improvement and data quality, and how it can be used in the Data Governance lifecycle. |
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Agile
Data Governance - Delivering Real World Success Fast! Will O'Shea, Technical Project Manager, Yorkshire Building Society Jason Perkins, Principal BI Architect, EWOC Lineke Broadbent, Data Governance Manager, Yorkshire Building Society Join this session, to hear how an organisation seeking IRB / BASEL3 compliance has implemented and transformed the agility of their Data Governance process. Data Governance is a journey and in this session we will also show how the governance and stewardship processes are adaptable and flexible to facilitate the on-going change in our organisation. You will hear from the business customer and the partner’s technical architect about how they adapted from the best of traditional Data Governance and agile methods. This study demonstrates a framework, method and design patterns for iteratively delivering value that includes:-
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| 14:15–15:00 CONCURRENT SESSIONS |
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MDM to Drive Business Transformation Tero Ollila, Information Management Consultant, Siili Solutions Oyj Kari Pirttikangas, Head of Information Management, Siili Solutions Oyj What do posted papers, surgical gowns, masking tapes, baking papers, engine air filtration, have in common? The answer is Ahlstrom. Ahlstrom is a high performance fiber-based materials company, partnering with leading businesses around the world. The 1.6 billion EUR company's MDM project was started at the end of 2011 to enhance the process for managing master data as part of its "One Ahlstrom" strategy execution. The objectives of the business transformation program centered on moving towards clear, common processes and higher efficiency to enable people to better focus on their core business instead of internal complexity. This presentation will discuss these challenges and the journey to strengthen the business strategy via MDM. Attendees of this presentation will learn
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Business
Opportunities for Integrating Customer Data Matthias Roggendorf, Senior Expert, Business Technology Office, McKinsey & Company Customer data is a key asset for most organisations, yet the quality and level of integration of basic customer data is often still poor. Data is managed locally in lines of business and even within business units no integrated view of the customer exists. This situation cannot be solved from within a business unit nor by the IT department, but instead requires a top management-driven approach to develop a business strategy around how customer data will be used and leveraged in a possible future state 3-5 years out. MDM is an integral part of the solution, but requires careful integration into the overall future state from a business and technology perspective. McKinsey & Company has developed a distinctive approach on data and analytics-driven business transformation, which helps corporations to make the most of their customer data. A detailed case study of a North American bank will be presented, which demonstrates the applied solution elements, including the bank-wide customer MDM solution. Topics to be discussed include:
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Three Blind Men & an Elephant – Journey to One Version of the Truth Johan Greyling, Director, Finance Process Change, Colt Technology Services Group Alvin Navarro, Specialist, Finance Systems & Processes, Colt Technology Services Group Colt is the ‘information delivery platform’, enabling its customers to deliver, share, process and store their vital business information. An established leader in delivering integrated computing and network services to major organisations, midsized businesses and wholesale customers, Colt operates a 22-country, 43,000km network that includes metropolitan area networks in 39 major European cities with direct fibre connections into 19,000 buildings and 20 carrier neutral Colt data centres. Colt is part of the FTSE 250 index. As an "information delivery platform" (IDP) rather than simply a telecommunications company, Colt provides integrated computer and network services. This enables Colt's customers to embrace the changing landscape of IT and communications so they might deliver, share, process, and store all of their vital business information. Colt's mission is to make a real difference to our customers’ business by providing a best in class customer experience through our truly integrated computing and networking services, by exceptional people who always deliver. Colt's IDP combines high performance, end-to-end control of integrated compute and network solutions with an agile and responsive approach that delivers a truly integrated experience across Europe and beyond. To help achieve this mission, Colt's Information Management Programme must take an organisation on a "journey to one version of the truth". In this session, the speakers will share some of the insights and best-practices from Colt’s journey:
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Analytical
Data Governance Ajay Tripathi, Manager Analytics Practice, Deloitte Establishing and measuring the effectiveness of Data Governance controls is a complex but achievable task. This presentation outlines the key considerations for designing and implementing an analytical Data Governance approach. If you can measure your success in delivering a strategic Data Governance solution, you can manage it more effectively. There are several key elements of Data Governance described in this paper which need to be considered to overcome the challenges which most senior executives and their data management teams face today. Some of these elements include:
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A+B=C … Deriving “Business Value Metrics” is Not That Easy Michele Koch, Director, Sallie Mae Sallie Mae (originally the Student Loan Marketing Association) is a publicly traded U.S. corporation whose operations include originating, servicing, and collecting on student loans as well as providing education related saving programs. Managing more than US $234B in education loans and administering over US $38B in 529 college savings plans, for more than 25 million customers, the company’s employees primarily provided federally guaranteed student loans and now provides private student loans. This session will provide insight into Sallie Mae’s successful approach to deriving business value metrics by quantifying the impacts to generating revenue and avoiding costs. Lessons learned will help others in this area given how difficult determining metrics can be. Topics covered include the organisation’s methodology for determining business value categories by discussing:
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| Wednesday 17 April 15:00-15:30 |
Break and Exhibits | ||||||||||||||||
| 15:30– 16:15 CONCURRENT SESSIONS | |||||||||||||||||
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Accelerating
a Single View of Your Data with MDM James Morgan, Head of Customer Intelligence Centre, Telefonica UK Ltd Tony Hodgson, Executive Architect - Information Governance, IBM O2 is the commercial brand of Telefónica UK Limited and is a leading communications company with over 23 million customers. O2 runs 2G and 3G networks and was the first to trial 4G/LTE, reaching speeds of over 100Mpbs, as well as owning half of Tesco Mobile. It also operates O2 Wifi, O2 Health, O2 Unify, O2 Media and has recently launched the O2 Wallet. O2 employs over 11,000 people in the UK, has 450 retail stores and sponsors The O2, O2 Academy venues and the England rugby team. Telefónica UK Limited is part of Telefónica Europe plc which uses O2 as its commercial brand in the UK, Ireland, Slovakia, Germany and the Czech Republic and is a business division of Telefónica SA. With its multiple, evolving business lines and brands, mastering Customer data to provide accurate reporting and analytics, improving customer experience and optimizing relationship marketing for current and new service opportunities mandated a focus on master data governance. Accurate decision making is fundamental to achieving the objectives of MDM. However, without a comprehensive enterprise wide vision and approach in place it can be difficult to meet these objectives. Information integration and governance policies, processes, and technologies to monitor and ensure quality of data are critical to ensuring that the most accurate information is consistently available to and used by the organization at all times. In this session, you will understand the benefits of how:
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Wednesday
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EXPERTS PANEL: Best
Practices in Master Data Governance Data Governance is vital to the success of MDM projects – both initially and ongoing. During 2013, enterprises will increasingly mandate that “no MDM program be funded without the pre-requisite Master Data Governance framework”. Moreover, “proactive Data Governance” that includes entire master data lifecycle will increasingly be mandated as a core phase zero or phase one deliverable of most large-scale MDM projects. Given the substantial investment required for MDM programs, the co-dependence/synergy of MDM and Master Data Governance must be given close scrutiny – not only to contain costs, but also to insure success. Beyond committees, councils and stewards, what is the real work to be done, who should do it and what is the impact if not done properly? This panel will focus on the answers to such questions to help understand the relationship and dependencies between MDM and Master Data Governance by discussing:
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Developing a
Global Multi-Domain MDM & Data Governance Strategy Across Multiple Brands Paula Fretter, Director - Enterprise Information Management, VF Corporation VF Corporation is a highly diversified, branded lifestyle apparel, footwear and related products company. The company meets the needs of global consumers through 35 brands, multiple channels of distribution and three geographic regions organized into five distinct coalitions: Outdoor & Actions Sports, Jeanswear, Imagewear, Sportswear and Contemporary Brands. With sales of US$10.75B in 2012, VF Corporation’s strategy is focused on attaining sustainable, long-term growth driven by continued geographic expansion, wholesale partnerships, cross-channel retailing, product innovation, and strategic acquisitions. A key enabler of future growth and operational excellence is the company's MDM and Data Governance strategy developed by the Global Business Technology group in partnership with the company’s business stakeholders across its brands. The speakers will describe VF Corporation’s MDM and DG initiative and currently planned phases, discuss a real-life case study within the company (The North Face), and provide a demonstration of how MDM and Data Governance will be used to meet key business objectives. Specifically, this session will outline how an organization can establish a global master data strategy framework by discussing:
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The
Data Governance Jigsaw Puzzle Nicola Askham, Data Governance Coach A data governance framework is very like a jigsaw puzzle, there’s lots of constituent parts and it can look a bit daunting but as long as you have the picture you can form some plan of a logical order in which to tackle it. But what do you do if you find yourself taking over a challenging Data Governance initiative part way through and the path to complete the implementation is far from clear? In this session you will learn the following to help you complete the Data Governance Puzzle successfully:
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Wednesday
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PANEL: 2-Minute
Data Governance Strategies Moderator: Gwen Thomas, President, The Data Governance Institute Panellists: Chris Saunders, European Leader DG, Global Business Services, IBM Michele Koch, Director, Sallie Mae Carme Artigas, Co-founder and Partner, Synergic Partners Join this panel of Data Governance and MDM leaders as they briefly describe their strategies for addressing the most common problems faced by growing programs. Moderator Gwen Thomas of the Data Governance Institute will transcribe these strategies into bullet points and elevator speeches you can take home as models for your own efforts. |
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Wednesday
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Solving
Material Master issues through Governance, System and Processes Rolf Emmens, Manager MDM, KPN KPN Corporate Market is the leading IT supplier for workspace management services, data centers, communication and collaboration equipment and services in the Netherlands. In this economic climate where the pressure to do things "Right First Time" is increasing and competitors are able to guarantee next day delivery, KPN noted that it did not always reach those desired service levels. Even after an MDM program was successfully initiated, the MDM inbox remained manageable whereas the demand and supply part remained in trouble. Attendees of this presentation will learn:
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Wednesday
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PIM for European Data Brand Management Cecil Stewart, SPMO Program Manager Information Management, ASICS Europe Ivo-Paul Tummers, Director, JIBES bv ASICS Europe is the European arm of Japanese athletic footwear, apparel, and accessories maker ASICS Corporation. ASICS' products are sold at regional and national retailers throughout the continent, by on-line vendors and through their own retail outlets. In their pre-PIM history, ASICS knew they did not have good control of product data, yet they lived by product data as that's their business. They knew existing processes could not continue to run on a collection of Excel spreadsheets as it was unmanageable, leading to errors and it took too much time and wasted effort to create/maintain/manage their item master data. At same time ASICS suffered much lost time, they were not able to focus on using the data in the key business processes. Simply put, there were too many people maintaining too much data-- with not enough people using the data for product marketing and sales. It was therefore ordained that ASICS needed to systematically get away from the multitude of spreadsheets across multiple departments and countries .. . as well as determining which spreadsheet to use and who to maintains its data. ASICS decided to institute much needed formal processes to manage the data and make it more productive for ASICS as they realized they could not grow the business based on the bespoke fragile infrastructure. In late 2010, the company selected a commercial PIM solution for its brand management initiatives and began their MDM journey. This session will outline how an organization can establish a product information management (PIM) strategy using commercial-off-the-shelf software to drive brand management by discussing insights related to:
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Wednesday
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A Single View of Product from Multiple Acquired Systems Farrukh Hasan, Information Strategy & Governance Architect, Virgin Media Julian Vercoe, MDM Specialist, Virgin Media Virgin Media has in excess of 4.8 million residential customers and provides broadband, TV, home phone and mobile phone. Its cable network covers over half of all UK homes and the company also provides services off-network and to businesses. As a result of several mergers, the fast growing company needed to integrate customer, product, marketing campaign, pricing and service centre data from customer service, billing, and finance systems to provide a "360° view of customer". Key to this was providing a clean, consolidated and centralised product catalogue that could underpin an integrated view for analytics of customer service, billing and finance information from the central data warehouse. This session will provide insight into that journey to empower the business to master their own data by discussing:
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Wednesday
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Evolution
of Data Governance Excellence in Large Enterprises: Lessons Learned &
Strategic Directions Andreas Reichert, Researcher at Competence Center Corporate Data Quality, University of St. Gallen Data Governance is needed to respond to a number of strategic business requirements such as compliance, customer-centric business models, and global business process standardisation. Thus, Data Governance is not a "one-off" effort, but must be continuously developed and rolled out across the organisation. The presentation shows how large enterprises mature over time achieving increasing Data Governance excellence. It summarizes lessons learned and strategic directions. Delegates will learn from the presentation:
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Wednesday
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Data
Governance in a Multi-Discipline World of Airlines Ibrahim Oral Emul, BI Manager, Corporate Development and Information Technologies, Turkish Airlines Turkish Airlines is the national flag carrier airline of Turkey with scheduled services to more than 210 cities in Europe, Asia, Africa, and the Americas. The carrier's destination network from one hub is currently the world's largest -- it also carried 32.6 million passengers with total revenues of US$7.1 billion (2011). Forecasted growth is 19% in passenger volume by end of 2012. With such global size and complexity, governance of key information assets becomes vitally important. Turkish Airlines 18K+ employees are benefiting from the advantages that Data Governance-led IT processes offer, and management will have greater insight into the business to make quick and well-informed decisions. Clearly, Data Governance is a vital step on the airline's journey to operational excellence. This session will provide insight into that journey by discussing:
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