Читать книгу Self-Service Data Analytics and Governance for Managers - Nathan E. Myers - Страница 18

To get a full perspective, it is useful to understand the concerns of divisional executives or even C-suite executives who are charged with leading efforts to unlock the value of data, managing divisional footprints, and driving organizational efficiency. They have a keen interest in setting the pace of digital technology adoption and deployment. They can directly influence the approach, course, and speed of the organization's digital journey progress. Of course, they have more control over resource pools and technology budgets across functions than do managers. While often removed from the day-to-day processing operations of their constituent teams, they share an interest in structuring unstructured work across the plant, and in minimizing the likelihood and business impact of process failure, given their accountability to internal auditors, external auditors, regulators, clients, and investors.

Divisional executives will be interested in all key measurements that communicate the health of their business. From sales and market share on the revenue side, to the cost and expense side of profitability metrics, they will be motivated by data points and trends that point to organizational fitness and longer-term value creation. In service organizations, efficiency is measured not by inventory turns and asset turnover but by productivity measures like cycle times, process completion times, failure rates, and straight through processing (STP) ratios, just to name a few. Of course, executives spend much of their time managing and remediating failures and exceptions, which impact the business considerably, when they are bubbled up to visibility. We are speaking in broad terms here, and in no way are we minimizing other important metrics that executives may actively manage like social responsibility, employee diversity, employee satisfaction, and the many other critical measures they consider. The point is that, to the extent that executives can be brought to see the potential for introducing processing efficiency across an organization, to the extent that they understand the very real impact of process failure on client relationships, audit results, and even on their stream of information for decision-making, they can be brought into the tent as active champions and sponsors of a digital course that drives the organization forward in leaps and bounds.

Due to the organizational resources they have at their disposal, there are many levers they can pull to increase control and to drive efficiency, and to unlock data value to enhance decision-making. If the total cost of the many processing departments measures in the millions of dollars, a fractional savings is a worthy objective to be excited about. If an innovation is developed in one part of their organization that has wide applicability and opportunities for replication across the shop, it is their responsibility to put in place an overarching clearinghouse apparatus to capture and scale these opportunities. Perhaps most critical of all is that executives feel convinced that risks are well documented and understood across the enterprise, and that strong policies and procedures are in place to guide the organization in active risk management.

In Chapter 5, we will discuss further the need to address risk through active risk governance, as operators themselves develop processing solutions with the employ of self-service data analytics tools.