Data Governance as a Catalyst for Successful Business Transformation

Richard R. Lee (ICBC)Director, Data Governance Office & INFO Project

Farzin Ismail (Deloitte)Sr. Manager, Risk Management Practice

2

Agenda

• ICBC Overview 2014 Strategy and Transformation Program Business Information Project (INFO)

• ICBC’s Data Governance Journey Interim Roles and Responsibilities Deployment and Lessons Learned

ICBC OVERVIEW

3

About ICBC• The Insurance Corporation of British Columbia (ICBC) is a provincial

Crown corporation established in 1973 to provide universal auto insurance to B.C. motorists Mandatory and optional (Competitive) insurance products (P& C) Revenue >$3.6B >3 million policies written ~ 1 million claims/year processed Major investments in Road Safety Initiatives

• Also responsible for driver licensing, vehicle licensing & registration and toll/fee collection > 2.75 million vehicles registered > 3.1 million licensed drivers Tickets (contraventions), tolls & other fees collection

• Collects vast amounts of information and needs to manage it as an asset Information Management from an end-to-end view Data Governance as a core discipline

Business Information Project (INFO)

• The INFO project is responsible for developing an Enterprise Information Strategy and a Roadmap for ICBC to increase the benefit it receives from its information by: Enabling “timely fact-based decisions ” Providing a “single version of the truth ” Delivering an “enterprise view” of all information assets

• The INFO project is also responsible for implementing the core infrastructure, enabling technologies, business disciplines, and data governance to make this goal successful

6

7

INFO Project at a Glance

ICBC’S DATA GOVERNANCE JOURNEY

8

Data Governance

• Proactively manages data and information: quality, privacy, security & compliance and availability

• Lays the foundation for deriving meaningful insight from information through business applications and tools

9

Business Technology

Joint Responsibilities

EfficientCost Savings

EffectiveBusiness Improvement Risk Reduction

Leanness Standards Accuracy ComplianceRelevancy Agility Availability

Data Governance Value

Coordinate the identification of data and information relevant to

business decisions

Enable increased responsiveness to emerging opportunities through

coordinated management of data assets

Provide guidance on effective data mechanics

and improve timeliness of information availability

Streamline the data capture process and enable LOBs to

reallocate resources to higher value processes

Standardize and improve enterprise wide processes and data to reduce non-

value activities

Establish consistent processes for monitoring and improving the

quality and integrity of data and information

Improve ICBC’s compliance profile by aligning processes &

practices with operational or

regulatory requirements

10

Benefits of Data Governance

Dimensions: ICBC current state 1Aware

2Reactive

3Proactive

4Managed

5Optimized

Business Alignment• Data is not governed to achieve business goals• There is no consistent governance of data from the corporate,

business, or IT perspectives● ●

Principles• Basic policies exist, but there is no clear framework ● ●

Organization• Data governance activities are not coordinated• Roles are not clearly defined and accountability is assigned

● ●

Process• There are no formal data governance processes consistently

applied across ICBC ● ●

Technology• Tools are deployed on an ad hoc basis• Tools have been abandoned or removed where there is a

perceived negative impact on operational performance● ●

● = ICBC Current Maturity● = ICBC Desired Maturity

11

Data Governance Maturity Model

Setting the Tone for Data Governance

12

The word “Governance” conjures up different images in people’s minds

We prefer to think of it as a way to guide decisions around enterprise information

The Data Governance Office will help develop and maintain good quality information that can be shared across the company

Data Governance Progression

Data Information

Interim

Short-Term

DG Guidance

DG Guiding Principles

Standing Committee for Privacy, Security & Compliance

Data Quality Office

Data Modeling

DG PoliciesMid-Term

Long-Term

Integration of :- Data Owners- System Architects- Business Owners

DG Guidelines and Standards

Extension of DG OfficeExpansion of Data Stewards

Data Profiling & Classification

Data Cleansing & Performance

Data Stewards

Integration of - IT Performance- Corporate Performance

Data Governance

Office

13

Evolution of Data Governance

14

Data Governance Strategy

Short term Mid term Long term

Center of Excellence driven DG

Data Steward Services

driven DG

Corporate Strategy

driven DG

Data Management Foundation Information Management Foundation

INTEGRATED DG DRIVING CORPORATE VALUE

Knowledge Management Foundation

NON-INTRUSIVE DG DEPLOYED• Leverage existing efforts• Provides guidance and support

DG SERVICE DEPLOYED

Data Governance Definitions

• Data Governance Office – an organizational entity responsible for facilitating and coordinating Data Policy, Data Stewardship and/or Data Performance as services for ICBC

• Interim DG Group – a temporary committee to provide DG guidance to in-flight or future projects

• DG Terms of Reference (ToR) – the protocols by which the Interim DG Group will operate

15

Data Governance: Support for Projects

The Interim Data Governance Office (DGO) will reduce project risks by ensuring that decisions about data and information are made to support:

• A consistent view across the enterprise,

• A single version of the truth,• An alignment with insurance industry

standards e.g. IBM IAA, ACORD, IDMA

Data Governance in Action

Goal• The Data Governance Office will review requests for new data to be

captured to support analysis that has strategic importance and cross divisional impact

Request Example• Road Safety wants to prioritize investments and strategies, however, a

critical piece of information (“main causal factors” in crash related claims) is not currently collected

Role of Data Governance• Data Governance will make a decision about this request after

considering enterprise wide impact and alignment with the Enterprise Information Model

17

INTERIM ROLES AND RESPONSIBILITIES

18

Interim Roles and Responsibilities

Data Governance Office (includes Functional Working Group)

Data Governance Council

Approve

Develop

Consult

Subject Matter Experts Sub-Committees

Active contribution in the development of guidance Active contribution to the development of Decision Packages Make decisions based on Decision Packages Identify outstanding issues to be escalated to the Data Governance Council and EC Advocate for Data Governance across ICBC Execute an effective communication process for data governance Meet approximately weekly

Active contribution in the development of guidance

Active contribution to the development of Decision Packages

Approve drafts of guidance for distribution across ICBC Affirm decisions made by the Functional Working Group (as appropriate) Make decisions based on Decision Packages Advocate for data governance across ICBC

Provide domain-specific guidance to Functional Working Group

Advocate for awareness of data risks and opportunities

19

Role of the Data Governance Council

Data Governance Council

Executive Committee

Executive Committee:• Define ICBC’s

strategic vision and strategic outcomes•Make decisions

on complex organizational issues• Engage Data

Governance Council when decisions have information implications

Data Governance Council:• Composed of

designated members of the Executive Committee• Focus on

operational sustainment of information• Provide

guidance to help manage information as an asset

20

Engage

The Two Hats of the Data Governance Office

Data Governance Council

Data Governance Office (DGO)

DGO Executive

Data Stewards

Subject Matter Experts Solution Leads

Business / Project Role

• Identify strategic uses for information based on business objectives

• Provide oversight for complex information decisions(e.g. migration)

Decision Package

Decision Package

Data Governance Role• Proactively

define/align rules (policies, standards and practices)

• Provide forum for the resolution of data related issues:

o e.g. Business Terms• React to and resolve

issues arising from non-compliance with rules

• Advocate for data governance

Inform

Outcome

Engage

Inform

Policies

Standards

Practices & Processes

Executive

Project Teams / Ongoing Operations

Outcome

21

DGC Business Role: Considerations(e.g. Migration)

Data Governance

Council

Project Teams / Ongoing

Operations

Data Governance

Office(e.g. DGOE, Analytics ,

SMEs, Solution Leads)

Provide oversight on complex information decisions e.g. migration• Review decision packages and determine option to be considered• Review migration plans to ensure alignment with strategic, operational and information management

objectives

Consult / Review / Analyze• Work with project teams to determine alignment with strategic, operational and information

management objectives• Review project migration plans to understand scope of data to be migrated and ensure the data

governance guiding principles are observed / incorporated into plansAdvise Data Governance Council on recommended option(s) within decision package

Liaise with Data Governance Office• Consult with Data Governance Office as migration plans are prepared to ensure strategic, business and

information management objectives are incorporated• Prepare decision package materials

22

DGC Governance Role: Considerations (e.g. Business Terms)

Data Governance

Council

Project Teams / SMEs

Data Governance

Office(e.g. DGOE, Analytics ,

SMEs, Solution Leads)

Provide governance oversight on information management activities• Endorse the proposed business terms and their definitions• Resolve business term definition where conflict exists

Consult / Review / Analyze• Advise Business Term Working Group on approach i.e. internal / external standards, hierarchy of

glossaries• Create the process for approval and endorsement of definitions• Work with the project team to devise governance process for changes to definitions• Oversee the implementation of the corporate glossary (e.g. tools, change management & communication)

Advise Data Governance Council on recommendation to endorse or recommended option(s) where conflict exists

Liaise with Data Governance Office• Consult with Data Governance Office to ensure the appropriate stakeholders are involved• Provide recommended term definitions to be approved / endorsedChange Management & Communication• Once approved, work with Change Management & Communication to ensure all impacted parties are

made aware of controlled vocabulary

23

DATA GOVERNANCE GUIDING PRINCIPLES

24

Data Governance Guiding Principles

• Data Governance Guiding Principles set out high-level considerations for analyzing and evaluating alternative courses of action

• There is one foundational principle (“Information is an Asset”) and twelve subsequent principles

• The style used to articulate the principles aligns to the style used for ICBC’s Technology Alignment Strategy

25

LESSONS LEARNED

26

Lessons Learned

• Be clear on scope of effort Data governance support to projects Future state environment

• Don’t boil the ocean Prioritize what’s needed and focus efforts Some foundational elements are required establish directional guidance

that can later be formalized (i.e. policy)

• Be prepared to be flexible Allow for a feedback loop for continuous improvement

27

28

Lessons Learned Cont’d.

• Communication, communication, communication Know your key messages and stakeholders Proactively engage stakeholders Establish how broadly to communicate

• Strong integration with Transformation Program efforts Engage project teams to initiate and sustain ongoing discussion around the

Data Governance in general Show how DG principles can be incorporated into project activities

• Knowledge transfer Identify internal resources to champion early to facilitate knowledge

transfer

29

Lessons Learned Cont’d.

• Support materials Have some FAQs Provide some guidance on how to align with / apply DG principles

• Did we say communication?

30

QUESTIONS

31

We are looking for a number of Information Management Professionals to join our team.

Send your cv to Dave Govett @ ICBC

dave.govett@icbc.com