The Data Asset: How Smart Companies Govern Their Data for by Tony Fisher

By Tony Fisher

An necessary consultant that exhibits businesses how one can deal with facts as a strategic asset

Organizations set their enterprise technique and course according to info that's to be had to executives. The info Asset presents information for not just development the enterprise case for info caliber and knowledge governance, but additionally for constructing methodologies and methods that may permit your company to raised deal with its info as a strategic asset.

Part of Wiley's SAS company sequence, this publication appears to be like at company Case construction; adulthood version and association features; 7-Step Programmatic technique for achievement; and applied sciences Required for potent info caliber and knowledge Governance and, inside of those parts, covers

  • Risk mitigation
  • Cost control
  • Revenue optimization
  • Undisciplined and reactive organizations
  • Proactive organizations
  • Analysis, development, and keep an eye on technology

Whether you are a company supervisor or an IT specialist, The information Asset unearths the method and know-how had to procedure winning facts caliber and knowledge governance projects on an firm scale.

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Additional info for The Data Asset: How Smart Companies Govern Their Data for Business Success

Sample text

Cost control is critical to any company’s success, and the solutions that power supply chain optimization, automated business process, and spend analysis are growing increasingly useful. Although you can purchase cost control solutions with every bell and whistle attached, you will not hear a sound if the data feeding these systems is inconsistent and inaccurate. E1C03_1 05/12/2009 39 managing your supply chain containing costs in the supply chain Containing costs in the supply chain is impossible without sound data.

3 billion and brought down England’s oldest merchant bank, Barings, in 1995. 6 billion. There will always be individuals with a less-than-ethical approach to business. But how do we monitor and detect these individuals as well as calculate the risk associated with day-to-day business? We are inclined, after all, to see this situation much like a Hollywood movie with some tireless fraud investigator sleuthing out a corrupt bad guy. Indeed, the red flags E1C02_1 05/12/2009 22 22 chapter 2 risk mitigation embedded in the internal controls at Societe Generale did play a role in bringing down the trader.

For example, existing mobile phone customer Robert R. Jones was now ‘‘new customer’’ Bob Jones. By using matching and identity management technology and by enriching the process with additional data —like address and phone number—the mobile phone provider was quickly able to eliminate this fraud and reduce its commission outlay by millions of dollars per year. Reducing the Risk in Mergers and Acquisitions Most of us could rattle off the names of mergers and acquisitions that flopped. The promised uptick in revenues and profits did not occur, the increase in market share never materialized, and the efficiencies that were supposed to be gleaned failed to happen.

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