Innovation isn’t anything new to Experian, in fact we’ve been listed in Forbes Magazine’s Top 100 “World’s Most Innovative Companies” for the past four years. I must admit however to being slightly sceptical when the idea of introducing a ‘robot’ into our team came up. Here’s some insight into what we learnt.
Performance may mean different things to different organisations but essentially it’s a measure of success that needs to be monitored, maintained and improved. In my role as Sales Operations Manager I spend a lot of time thinking about how we can improve our own performance. In my case that’s about how well our solutions help our customers to meet their requirements and in turn deliver for their own customers. When it comes to driving better performance, I would go as far to say that I am obsessed with it. I read blogs, books, am top mates with TED and even have my own website dedicated to it.
Many of us are aware of the benefits that high-quality data can bring to an organisation including improvements in operational efficiencies, better decision making and avoidance of risk. It’s getting started that can often be the biggest road block. By that I mean, if you can’t quantify the tangible returns that investment in data quality can bring, how do you get buy-in for investment in it?
Traditionally, organisations have tackled their SCV requirement through the deployment of an MDM platform. And yet, as Philip discusses in his paper, ‘MDM has always been complex, costly and time-consuming to implement’ and so not necessarily, therefore, in tune with modern business requirements. Layer in an increase in regulation and we have a perfect storm of reasons for organisations to seek an alternative route.
So, what options are there for organisations looking to keep costs to a minimum or take a more agile approach to developing an SCV?
At Experian I’m always looking for ways to improve our customer experience and give our clients what they need to exceed their data ambitions. With this in mind I was delighted to be part of the recent launch of our brand new Customer Support Hub. It’s the product of some really in-depth analysis around exactly how our customers want to interact with us and access support for our tools.
The proliferation of data provides us with both challenges, and, if managed correctly, great opportunities. So where to start? It’s all about being able to get a full and complete view of your data. Without the ability to bring relevant data elements together into a single view it’s simply impossible to ‘see the wood for the trees’.
Everyone agrees that implementing data governance can be challenging, but not all parts of the process are as difficult as others. Designing a simple data governance framework to help your organisation proactively manage the quality of its data is not too hard to do. The problem most people face is getting their stakeholders to "buy in" to their data governance framework.
The results are in. This year’s Global Data Management Research makes for some particularly interesting reading with a clear focus on why growing customer expectation and the forthcoming regulation should be driving the need for better data management.
In this second article in the series on tips for a data quality business case, I'm going to explain the importance of creating a ‘Lean Pilot and Roadshow’ for getting senior stakeholder buy-in.
In this first of a two-part series, I share tips for increasing the success of your data quality business case.
This week I’m looking at personal buyer drivers, and how they can influence the decision to approve or reject your data quality business case.
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