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Information and Data Agenda.docx

DD

Dear all

We have a session upcoming in our BoK Club hosted by @Alex_Shapley and @Veronica

we have a session upcoming, and we have a catch up later to make ready. I cc others who have been looking at IT futures for BIG.

Our usual Book Club process is to:

Share BoK Contents with membership - this time it will include links to a couple of blogs which explore some specific technologies from Tony, Eli and Dan + a discussion of Information and Data

https://big-cic.org.uk/blog/from-strategy-to-delivery-why-prioritisation-is-the-missing-machinery/

https://big-cic.org.uk/blog/from-dashboards-to-decisions-why-executives-still-cant-see-what-matters/

https://big-cic.org.uk/blog/from-hidden-commitments-to-informed-decisions/

https://big-cic.org.uk/blog/big-information-and-data/

And the knowledge outline:

Information - Knowledge Outline - https://big-cic.org.uk/body-of-knowledge/knowledge-outline/#1698085151825-6399410f-bbf1

Data - Knowledge Outline - https://big-cic.org.uk/body-of-knowledge/knowledge-outline/#1698085148818-d2013151-6472

Members can download full content in Chapter 6 PDF HERE - https://big-cic.org.uk/wp-content/uploads/2023/11/Chapter-6.pdf

Models - Agendas, Data, MI examples - Knowledge Outline - https://big-cic.org.uk/body-of-knowledge/knowledge-outline/#1702894578856-2f09d68b-6545

Alex and Veronica as the BoK Club leads - then lead the discussion through topics you think attendees will be abler to engage with.

I think there are a few aspects to BIG which are novel and might warrant discussion?

Demand for information. The rationale in BIG is that governance / accountability / assurance PULL information through into dashboards which reflect the standing agendas (Knowledge Outline - Model Agendas) for different types of groups to support (Knowledge Outline - Operating Accountability). The idea is that there is support to enable this to happen and infrastructure to make this easy and traceable. The contrast to current state is that people try to mine what there is ad hoc, dashboards are ad hoc with data not traceable, with no core agenda to work with and no support or infrastructure.

Data has many issues like
it is sent rather than shared
when it goes into ppt or spreadsheet - origin is lost
systems are not managed with common core metadata - so data relating to the same thing is categorised / coded differently
Governance is outside of data strategy at an intersection no one owns and no one has catered for
Compliance and good hygiene culture?
Permissions on data that does outside of its home system?

More latterly, AI has surfaced and can offer us amazing capacity and novel capability. Examples of such capability emerge in x42 and Integreli

x42 - to harvest data from contract-like documents to enable us to see how implications if failures will propagate across the organisation through scenario evaluation, Q&A.
Benefit? - Anticipate and manage obligation failures far more capably than people alone can manage

Integreli - to enable visualisation of how the connections work between all the elements of our organisation
Benefit? Understand impacts across your organisation that would be invisible from data ‘reported’ from multiple systems

There are also other tools which are more traditional, but provide us with capability to operate strategy delivery

Actio - run objectives, key results, and entities to deliver against them with plenty of surrounding capability
Benefit? Focus on strategic objective just as much as operational performance

Transparent Choice - develop the drivers from strategy, performance and risk management directions to o enable prioritisation of our initiatives, and modelling delivery within resource constraints.
Benefit? - focus on the right investments using intellect more than emotion to achieve greater benefits and outcomes

@Chris Bragg @janet.hunter@etvia.com @asharif@loadspring.com @stuart.leo@waymakeros.com- we’ve spoken about your capabilities too - but not progressed into specific BIG alignment yet. We can do - time!

With these solutions, and many more like them, the need for data integrity and provenance has shot up. There is no ’one stop shop for IT Solutions. Any scenario providing information to governance must use the same metadata, relate to objectives and fit into the scheme of things.

I just asked Chat GPT “is information for governance typically inside or outside of an organisations information and data strategy - and more of an after thought that a key consideration?”
Short answer: “in most organisations it sits outside the information and data strategy in any meaningful sense - and is often treated as an afterthought.”

Might I put to people that Information and Data for Integrated Governance - and all the purposes that is put to - really needs to come inside?

If you design this deliberately, governance information is not a layer on top of a data strategy. It is one of the primary design drivers of it.

Discuss…?

How does this agenda look? https://cms413.sharepoint.com/:w:/r/sites/CoreP3MDataClub/Shared%20Documents/Connect%20and%20collaborate/BOK%20Club/Information%20and%20Data%20Agenda.docx?d=wc76e27dd7ac24050aa01e1c88ccebf96&csf=1&web=1&e=n7dBOS
- this should be editable with track changes for those that want to.

simon

DD Information and Data

https://big-cic.org.uk/blog/from-strategy-to-delivery-why-prioritisation-is-the-missing-machinery/

If you / anyone wishes to format them ‘nicely’ then [ text](link) will display as link

If you write the text, highlight it then hit 🔗 the prototype will be inserted and the link directly pasted.

More syntax explained in formatting posts

Also stuff can broken into structure by starting a line “# ”

eg

level 2 has two # hashs

guess this one 🥰

simon

DD How does this agenda look? https://cms413.sharepoint.com/:w:/r/sites/CoreP3MDataClub/Shared%20Documents/Connect%20and%20collaborate/BOK%20Club/Information%20and%20Data%20Agenda.docx?d=wc76e27dd7ac24050aa01e1c88ccebf96&csf=1&web=1&e=n7dBOS
- this should be editable with track changes for those that want to.

If I summarise it as

1) 10m — design information correctly
2) 15m — current failings
3) 15m — data access paths into multiply‑tagged data lakes
4) 15m — principles, policies and practices to remove current and future problems
5) 20m — pros and cons of technology impacts
6) 15m — designing system‑level optimisations
7) 15m — qualities and components of designed solutions
8) 15m — actions and barriers to achieving 1–7
9) 5m — AOB and next steps

Would that be fair

DD Just me being lazy :-)

I think that’s fair at one level but you are throwing the cognitive load onto the receiver When you know what your putting out but the receiver doesn’t and you’re trying to establish a situation where the recipient finds this easy magnetic compelling so that they engage remain, contribute 🙂 3¢

TonyS

In my recent experience, many of these organisations had little to no data governance, minimal integration between systems, no clear data strategy, and no defined data owners — even though most had a CIO in place.

I actively pushed for proper data governance, documented the risks and benefits, and highlighted why it needed to be treated as a priority. However, I often couldn’t even get a conversation with anyone responsible for data strategy, as it was either “still under discussion” or part of a programme of work scheduled for later.

As a result, individual projects were left to make their own best-effort attempts at data practices during delivery. These efforts were usually either ignored or actively discouraged with the response that “governance is coming.”

This approach creates real problems. It’s too late to implement proper governance once a complex multi-point integration and data warehouse solution has already been designed and built.

PhilipM

I think the biggest change that AI can and will (eventually ) bring is in breaking down barriers to entry for Leadership. To get anything meaningful from Data you had to go and talk to specialists who undesrstood the rules and how to write in specialist language. Leadership wanted Excel so they could od their own thing at their pace.

That is now changing; if the data landscape is properly set up, leadership can now ask their questions in plain language and get outputs either into their spreadsheet or straight into a graph.

I advocate the concept of a Business Brain, not as a end goal in itself, but as a step along the way. Putting in place the disciplines that are needed -

Clear leadership
An AS-IS model that anyone can review, question and use,
Shared understanding of strategy and data,
Governance over how insight is created and used,
A culture that treats information as a collaborative asset rather than a departmental tool.

My “Business Brain” concept is less a destination and more an enabler. It is designed to provide the practical groundwork that allows AI to lower these barriers for leadership and put better decisions within everyone’s reach.

simon

PhilipM My “Business Brain” co

It’s that described somewhere?

PhilipM breaking down barriers to entry for Leadership. To get anything meaningful from Data you had to go and talk to specialists who.. .Leadership wanted Excel so they could od their own thing at their pace.
That is now changing; if the data landscape is properly set up, leadership can now ask their questions in plain language and get outputs either into their spreadsheet or straight into a graph.

This will be interesting for reasons that Michael C Jensen wrote about consistently that is to say people behave in a manner optimised on their own goals so they will give their AI prompts that provide context the optimises data into information that supports their localised needs

Many good authors such as Russell L. Ackoff, W. Edwards Deming, Eliyahu Goldratt and many others have pointed out that optimising locally de-optimizes the whole or sub optimises the aggregate system.

So AI plus data is a threat but AI plus information bounded by big principles on data->info via context might stand a chance.

Simon

DD

simon Just me being lazy :-)



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