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CIO head-to-head: Data governance versus ownership

Nadia Cameron, Byron Connolly | Feb. 2, 2015
CIOs discuss who should be accountable for data ownership.

Andrew Millingen, Head of Technology, Swisse Wellness
The technology team should be the guardians of data. Having said that, the decisions on whether data needs to be purchased, or what data should be analysed, could rest with the marketing or sales area.

The CIO's responsibility absolutely starts at data governance and data quality, then overlooking data sources and core data systems, and in particular, the integrity of data in those systems. It's a big responsibility for the CIO to ensure there's alignment of business priorities with the CEO and other functions.

Our IT team manages database admin and monitors data flows, classifying raw data that comes in. The democratisation of data has led the push for global tools that are more user-friendly, such as self-service dashboards and static reporting.

It's the responsibility of everyone to understand what that data is and why it's relevant, even if it requires the business intelligence team to publish a glossary of terms. There's an important education piece for the whole business.

Otherwise, users could misinterpret the information or put out incorrect reports, and a lot of them just need to be fed what they need to know. We have created a handful of powerful business discovery applications so instead of coming back to the analyst for 10 slightly different versions of the same report, people can help themselves to information to suit their purposes.

We deal with both the strategic data analytics behind the high-level business decisions, such as product innovation and development, as well as the day-to-day analytics, such as pricing and promotional decisions with retailers. We are also using analytics for procurement and analysing the supply chain.

Swisse has experimented with centralising and decentralisation data and analytics, and some element of decentralisation is inevitable. So it's important to have an information hub with a higher level of knowledge that can govern the data and educate people as to what's out there.

Sarah Harland, GM, technology group functions, ANZ Bank
Data is crucial to our bank's strategic advantage, more so now we are so digitally focused. Therefore, it is essential strategy and accountability for data lies at the top echelons of the bank to ensure there is the best alignment with business priorities and the needs of individual businesses can be quickly met.

Enterprise data at ANZ is a top 10 CEO strategic initiative. Data strategy, governance and architecture are then centrally shaped by the needs of business units.

The business lines are responsible for how they want to meet their business objectives, and for the quality and use of data in achieving them. For information management, combined business and technology teams work collaboratively to achieve the best outcomes in data-centric projects.

 

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