Motivation: How so, how come, why?
Attainment of 15 – 20% growth in revenue, just by coordinating data strategy? Though this alone probably does not lead to the mentioned growth, it would be simply impossible without harmonization of data strategy, organization and governance. Data combined with analytics and correctly applied in a company's value creation processes can achieve this effect however; more and more companies are recognizing and also wanting to realize this potential.
Here we routinely encounter the question: "Which type of organization is best suited for this?" Of course, organization and its composition can be discussed, and usually there are at least as many opinions as involved executives. In our experience, no form of organization per se is the best. Organizational structure can rather be designed in different ways – each having different advantages and disadvantages. But how does one proceed to identify the organizational form suitable for the challenge being faced? It is advisable to first define the goals and type of added value to be achieved through organization. Far-sighted strategy and necessary fields of action can be formulated subsequently. Only then should organizational structure be considered and consequently serve as a basis for defining processes of data governance.
Isolated ideas and measures can appear nice, but do not achieve sustainable added value. We accordingly recommend consistent coordination of the four areas described next.