A financial institution wanted to know how well they were doing in the areas of data governance and data quality, so they asked us the following question: “To what extent are we as an organisation demonstrably in control of the way we handle our data?”
On starting this project, together with the client we defined a clear “why, how and what” and a plan of approach was carefully established. All stakeholders were then involved in the project in a kick-off session, in which the plan of approach was presented in an easy-to-understand story line. A blue, content and people-centric approach was chosen with the objective of raising awareness for the added value that data quality can offer the client and the organisation itself.
With the aid of the ITDS standards framework for data quality, and in conjunction with data stewards and business stakeholders, we established the current state of affairs and focused on the five main aspects of data-quality, namely:
- quality policy & governance
- risk identification and assessment
- architecture & information systems
We clearly visualised the state of affairs per business unit and suggested how to make improvements.
At the same time, together with the business units and by making use of existing process flows and risk and issue lists, we examined the quality of the data that was in their source systems. Based on the obtained results and together with the data stewards, we drew up flow charts, thus making it possible for the business units to learn from one another. We then identified the bottlenecks in the data flows, identified the moments when the most important data transfers were taking place and developed a method of monitoring and then reporting on data quality. Subsequently, the various data-quality deliverables were developed in a pragmatic, step-by-step manner that was consistently in keeping with the culture of the organisation.
Our approach has proved successful and has led to an increase in familiarity, ownership and awareness in the area of data management within the organisation. Moreover, the business has been able to visibly demonstrate that it is both committed to, and in control of, data quality.
WHAT CLIENTS SAY
Set up and implementation of a Customer Due Diligence policy
“Making a good start was half the battle”
The challenge facing KAS BANK was to implement a Customer Due Diligence policy and rationalise customer files in a limited timeframe.
In collaboration with ITDS, project manager Marc Brouwer took on the challenge.
A social strategy and implementation for OHRA
“As soon as we were satisfied, they’d raise the bar”
In the space of just a few years the role of Social Media at OHRA has grown from “a nice little extra” to a fully fledged business channel.
Iris Wezenberg – previously Social Media Manager and now Online Service Manager with this Dutch insurer – explains how it all came about.
An international IT strategy and organisational change
“You have to get people onside because not everyone likes change”
In just over 40 years Brunel has evolved from a Delft-based brokerage company into an international service provider employing more than 11,000 people in 37 countries. In many of these countries Brunel used local IT systems, each with its own definitions. To make it all future-proof, all these systems had to be replaced by a single system based on the same standard.
Stefan de Boer, Manager Global IT, tells about the collaboration with ITDS.
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