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A CIO’s Perspective on Data Governance

David J. McCue, President, McCue Inc . | DJMcCue LLC Strategic Technology Consulting - C Level Advisory Services. A CIO’s Perspective on Data Governance. The R2 Challenge. The R2 Challenge. Are you Relevant and Respected (R2) in your Role ? Do you understand how Executives determine R2 ?

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A CIO’s Perspective on Data Governance

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  1. David J. McCue, President, McCue Inc. | DJMcCue LLC Strategic Technology Consulting - C Level Advisory Services A CIO’s Perspective on Data Governance The R2 Challenge ARMA - Feb. 28, 2014

  2. The R2 Challenge • Are you Relevant and Respected (R2) in your Role ? • Do you understand how Executives determine R2 ? • Have you decided whether you want to drive real business value or be Retired and Replaced (the other R2)? ARMA - Feb. 28, 2014

  3. Agenda • Understanding a CIO • Data Types • Range of Governance Models • What Needs to be Considered in Governance • What Matters • Being Fluid • Where do you fit in ARMA - Feb. 28, 2014

  4. The CIO Role – Enable Business Success ARMA - Feb. 28, 2014

  5. The CIO is the integration point IT Enabled Business Results ARMA - Feb. 28, 2014

  6. The CIO Mission • Deliver highly effective, efficientand protected IT services to our employees and business units world-wide in ways that create and increase value for the global company • Effective services are those that enable our employees and business units to meet their needs and achieve the company’s goals with the greatest success while adding value to our clients • Efficient services are those that make the best – not necessarily least costly – use of technological, financial, and human resources to deliver desired results with the least amount of effort • Protected services are those that secure us from internal and external threats; safeguard our assets; and comply with regulatory requirements, while maintaining business efficiency and effectiveness • Focus on business-driven innovation while providing pilot and reference opportunities for our market solutions, where appropriate • “Making IT Easy • through nurtured change” “Doing the Right Things” • “Doing those Things • Right the First Time” • “While protecting • our Assets” ARMA - Feb. 28, 2014

  7. Data The Way Many Think Of It ARMA - Feb. 28, 2014

  8. So Much More to Data ARMA - Feb. 28, 2014

  9. No Longer Simple Rows/Columns ARMA - Feb. 28, 2014

  10. Techie’s View of Governance ARMA - Feb. 28, 2014

  11. An Advisor’s View ARMA - Feb. 28, 2014

  12. A Program View ARMA - Feb. 28, 2014

  13. A Maturity View ARMA - Feb. 28, 2014

  14. So What Matters • Data as a Portfolio • Not all data is created equal • Value varies • Asset classes are more than just “blue chips” • Structured data becoming core • Value Growth is in new classes of data and their interactions • Unstructured, multi spectrum, blending non-traditional data classes • Some assets redefine the term “tangible” (read “paper”) • Periodic Portfolio Adjustments are required • Assets move in and out of a portfolio (or different aspects of a portfolio) based on objectives, contribution and regulatory rules ARMA - Feb. 28, 2014

  15. So What Matters • Stakeholders • Includes all Staff Functions and Line Operations • Not all are within the Company • Partners, Vendors, Customers, Third Party Advisor, Regulators • Industry Differences • Nation-State Considerations • Sovereignty - Location • External Business Events • Affects relative value of data • Time • Now and Longevity ARMA - Feb. 28, 2014

  16. Your Answer Needs to be Fluid • Bad Things Will Happen – Plan for it • As with any portfolio, individual data assets will be compromised in ways that affect their value and require responses • Impacts in one area of the portfolio will require additional actions in other parts of the portfolio • Rules, Structure, Players Will Change • As with any portfolio, changes in leadership, value, objectives will cause how you govern to evolve/change ARMA - Feb. 28, 2014

  17. So Where Do You – The Record Mgt. Professional – Fit In? • Provide Value Growth • Structure the Portfolio from the start and continue to make it relevant • If you create, you drive – If you just maintain, you follow • Develop insights and innovative ways to extract value – understand what does “value” mean to different stakeholders • You fire advisors with sub par returns, not aligned with your objectives/style and no new ideas ARMA - Feb. 28, 2014

  18. So Where Do You – The Record Mgt. Professional – Fit In? • Lead as a Business Professional enabling/supporting Business Growth and Success • Specialists are tasked with implementing directions, not setting them • Insurance and Compliance are risk avoidance not value adds • Your skills are tools to grow the value of the portfolio – they have no independent worth ARMA - Feb. 28, 2014

  19. Your Challenge - R2 • If you want to achieve Data Governance Relevance and Respect • Understand how to deliver value and do so • Know the stakeholders • Be proactive as variables that will affect the portfolio change • Forecast, don’t just respond • If you want to matter – change the historical image of a records manager • Else you will become less and less relevant until you are no longer needed and are retired/replaced by an App ARMA - Feb. 28, 2014

  20. David J. McCuePresident & CEO – McCue Inc. | DJMcCue LLC • Corporate Experience • Currently President of his own Advisory Service, and • Adjunct Professor – Smith School of Business, Univ. of Maryland • Advisor – Cyber Security Accelerator MAch37 • Partner – Tatum • Corporate Vice President and CIO – Computer Sciences Corp. (CSC: 1996-2012) • VP Global Applications Portfolio Mgt. • CIO – Healthcare Division • CIO – American Practice Management • Director – Andersen Consulting • Government, Manufacturing, Owner Managed • Expertise • Global Enterprise ERP Deployment – Single and Multiple instance operations; consolidation • Global Mobility including BYOD • Multi-Instance Global Deployment from Strategy to Operation • Broad Business Process Coverage Finance – CRM – SCM – HCM - Analytics • Business/IT Governance to Align IT Investment to Business Strategy • Multi-Industry Experience in IT lifecycle • Running IT like a business • Creating Global IT organizations recognized for performance and innovation • Strengths • End-to-End Business and IT Process Orientation • Emphasis on Business linkage and investment value realization • Global experience in multiple industries • Cyber security – Government and Commercial (US Security Clearance) • Executive oversight of global, complex programs – Program Assurance • Computerworld’s Premiere 100 IT Leaders; ExecRank’s Top 2012 CIOs and Top 150 Most Distinguished CIOs • Listed in Who’s Who in America, Who’s Who in Finance and Business, Who’s Who in Science and Engineering and has been featured in PC Week and on the cover of CIO Magazine • Top 25 “Social” CIOs in the Fortune 250 Contact Details: david@djmccue.com Twitter: @djmccue +1 908.421.1100

  21. Questions ? ARMA - Feb. 28, 2014

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