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The CIO'S Guide to taking Data Asset Metrics to the Boardroom
A Case Study
Almost two decades ago, professionals in the data management industry started discussing the concept that data is an asset of the enterprise. This was quite a radical thought at that time. Traditionally data has been considered as a byproduct or an end-result of enterprise applications.
However, most technical and business professionals now believe that the importance of data is self-evident. Yet most enterprises do not have business programs to quantify the value of data, or determine which data is critical to manage. Even fewer have data quality programs in place to measure and improve this valuable asset.
Ask any business or technical "C" level executive if data is an asset to their enterprise and the answer you hear may be something like "Yes, our content and data is a strategic asset and critical to our competitive advantage". But ask how that asset is valued and managed, or what metrics for the data assets are reported to the leadership team and board of directors. It is likely that you will hear a very general answer such as "we have a data management organization that is responsible for defining the data management life cycle". But where are the metrics? After all, you can't manage what you don't count.
Learn how one company dealt with this issue.
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