这个作业是为金融公司完成数据策略和营销的报告
T81-575: Enterprise Data Strategy and Management
Fall 2020
贝尔公司(Bear Corporation)是从事金融业的知名组织,它使用数据来
达到其最基本的业务目标。目前,贝尔斯登的数据已被隔离和管理
具有相互竞争的组织职责和优先级的工人。因此,熊
努力执行日常工作,并被越来越多的数据所消耗
由组织生成。
更复杂的是,该组织努力与全球财务保持同步
市场。例如,贝尔缺乏促进数据交换的标准,并且
集成,并且在为高级人员提供建议时,组织会因缺乏数据一致性而感到挣扎
决定者。总而言之,在Bear进行例行工作变得很费时,
昂贵,而且官僚主义混杂。
此外,贝尔斯尼缺乏数据管理纪律,该纪律使组织能够
应对全球不断变化的经济状况。例如,熊没有正式
数据治理,数据架构或数据质量计划。使它变得更加复杂,
与大多数组织一样,贝尔斯登在工作组一级执行良好的数据管理,但请参见
无需真正改进其数据实践,以数据为中心或实现数据
企业级战略。即使数据是所有工作的基础,Bear也会
不承认和尊重数据是一种资产,也就是说,某些有价值的东西需要
管理和控制。
过了一段时间,付出了高昂的代价,贝尔斯登的领导层对此深信不疑
需要一个计划。它需要设置一个指南针方位以帮助组织为数据驱动做准备。 Bear需要一个数据策略来指导和改进:
•其数据资产的质量;
•知识工作者有效使用数据资产的能力;
• its knowledge workers’ collective ability to use these data assets productively in support
of organizational strategy
Because the environment is rapidly changing, and knowing troubling times are ahead if the
organization does not be more proactive, corporate leaders have decided to make an
investment to develop and rollout a data strategy. Since Bear does not have the leadership and
expertise to drive this initiative, they have decided to engage an external consulting firm and
one of their data strategy consultants to deliver on the desired outcome.
As the data strategy consultant, how would you approach building a high-level plan and
enterprise data strategy for Bear? When development developing your strategy and plan, what
areas would you consider? What are the most critical things that must be done at the
beginning? Example and ideas could include, but not limited to:
• Leadership structure of the initiative (e.g., executive sponsorship, committees, etc.)
• Urgent messaging to appropriate audiences
• Change management plans
• Data vision, goals, objectives, supporting strategies, and key initiatives (identify three at
each level)
• Measures of success and key success factors
• Implementation roadmaps and plans? (e.g., processes, checkpoints, communications,
etc.)
• How could this be rolled out / planned in an agile way to achieve quick and repeated
wins?
• How would you ensure the data strategy aligns with the organizational strategy?
• How would you solicit information and feedback from stakeholders?
• What are likely blockers or inhibitors or success?