he purpose of data analytics is not generating data sets but providing proprietary insights into your company and your industry for a competitive advantage. The true value of the data depends on the context and can be different for each business unit. In today’s big data world, CDOs and CIOs are part of the customer-facing revenue generation equation – bringing new roles with new challenges that require a greater understanding of both legal constraints and business requirements. Effective implementation requires a multi-disciplinary approach that integrates the triad of IT, marketing and legal. A multi-disciplinary approach drives value to the organization’s different business objectives, and controls regulatory compliance risk and optimizes operations.

1. A Lawyer, a Salesperson and the
Operations Guy Walk into a Bar . . .

2. Presenters
• Responsible for building
governance discipline around
analytics and regulatory
compliance within Information
Value Management®
• 20+ years of experience in leading
solutions, design &
implementation efforts
• Experience with architecting and
implementing analytical and data
management solutions
• CMMI Certified Enterprise Data
Management Expert (EDME)
Jonathan Adams
Compliance & Analytics
Governance
• Co-chair of the Health Care
Technology & Innovation Practice
• 20+ years of hands-on law firm
and in-house experience
• Experience advising clients on
topics including licensing and
commercialization of intellectual
property, contractual issues, and
capital raising activities
• Routinely advises corporate
entities and academic institutions
regarding data aggregation,
monetization, and usage
Lynn Scott
Co-Chair, Health Care
Technology & Innovation Practice

3. The situation …
A Lawyer, a Salesperson
and Operations guy are
sitting in a bar.
It is a little socially
awkward.
They have no common
ground over which to
engage…

4. The Challenge
Creating a framework that brings multiple
disciplines together to reconcile different
goals and perspectives

5. Perspective & Context are Conditional
Lawyers, sales and operations look at the world through different lenses
Sales People
Life is aspirational – When we execute my ideas we will change the world and all will be great!
Lawyers
The world is conditional – It all depends: what you are doing, who is involved? where? …
Operational Leads
Winning through execution – Capacity, schedule and resources drive decisions
Can we do this? Do we have what we need? Am I going to get screwed?

6. It’s Tough! Each role has its own perspective
Sales People Gotta have it – otherwise we do not
get $$$
Lawyers Cannot provide a simple answer - EVER!
Operational Leads Always juggling

7. Lack of a multi-disciplinary approach has impact
Financial Fraud
Analytics
Highly effective detection
models created in
analytical sandbox
Throw all the work away -
Legacy system could not
execute “new models”
No one spoke to
Operations!
GDPR
Compliance
Legal team performed
analysis and defined
requirements
Legal recommended $5
million for IT budget – no
input from IT
Jury still out – is $5
million enough?
Cyber
Security
Legal recommendations
made regarding contract
terms, insurance, etc.
RFPs may have scored
certain risks lower to reduce
costs
Chief data
officers/IT not
involved

8. So how do we address the challenge?
What is the governance framework
that aligns business impact and
outcomes with actors, systems and
data?

9. Governance Framework
The building blocks of governance and how they are
assembled to align data and data management to
business context & business value
There are four questions that must be answered to
build a Governance Framework

10. 1. Why is the data valuable?
Top Line Revenue: Sales Growth ↑
Attrition ↓
Market Share ↑
Operational Efficiency: Margins ↑
Cash Flow ↑
Cost Avoidance: Compliance ↑
Risk ↓

11. Value = alignment with business strategy
Top Line Revenue
Operational Efficiency
Cost Avoidance
• Workstreams
• Timelines
• Key Success
factors

12. This concept of value engages the
business stakeholder’s perspective
• Explicit recognition of the business goals and
objectives
• Clear expectation of what has to happen to
achieve those goals
• Metrics provide a way to monitor and adjust
expectations
Sales
Marketing

13. 2. What is the data?
Knowing what data is required and its origin
determines the scope and nature of the
operational challenge

14. Cataloging is critical
Catalog must drill
down to data level
and align with Value
Data Asset:
Transaction File dd/mm/yy
Purchase $
Purchase Date
Purchase SKU
Customer Metric Tags
Purchase Activity
PI Collected
Channel = Web
Product Category

15. Operational planning is shaped
through Catalog
• Availability, source and quality of data can be
assessed
• Scope and scale of data is known
• Data systems and IT stakeholders identified
• Commonly agreed on prioritization method
supports engagement with sales & the business
Operations

16. 3. How are value and data operationalized?
How is the data used? And by whom?
Articulating key processes and aligning data
to tasks ensures that operational
enhancements are grounded in business
process

17. Operational tasking is executed
at the process level
Operations can
identify key actors
around which to
anchor use cases

18. Operational Planning is grounded in
the reality of the business processes
• Business Impact can be assessed
• Applications and business stakeholders identified
• Accountability is enforceable at the data level
• Operational context can be easily communicated to
legal
Operations

19. 4. What are the controls?
The legal and compliance perspective calls
for the implementation of observable,
measureable and enforceable controls

20. Standards & Rules drive the
control model
Standards aligned with
objectives provide
enterprise wide guidance
on the implementation of
policy
Rules implement
governance controls
Standards define
Rules
Rules implement
Standards

21. Legal Teams will look to control rules
to mitigate risk
• Risk can be evaluated in the context of the data, the
source, the user and the business use
• Risk mitigation strategies can be crafted at the
operational level WITH the Operational and Business
teams
• Groundwork is set for a “negotiated” adjustment to
people, process, technology and outcomes
Legal

22. The Complete Framework
An integrated
perspective that
provides all
stakeholders a way to
express needs, and
interface with
colleagues

23. Why does this work?
Sales
Marketing
Confidence that required
capabilities are supporting
business goals
Understanding of their
role in execution /
expectation setting
Legal
Alignment of control
elements; the actors
and what data is
involved
Default answer moves
from “no” towards a
dialogue around
configuration of
Framework elements
Operations Resources, timelines and
impacts are managed
Engagement creates agility
around business
requirements and use cases

24. Critical Success Factors in building
the multi disciplinary team
• Having a Framework: Define a
consistent approach to framing the
problem that allows key stakeholders
to view the challenge in their context
• Organizing Around Risk: Create a
Governance Operating Model that
explicitly involves all players early on
in the process
• Understanding Goals: Agree upon
initial and on-going business goals

25. Thank you for your time
• Any questions?
• Feel free to reach out if you require any additional information:
Jonathan Adams
jonathan.adams@datumstrategy.com
Lynn Scott
lscott@polsinelli.com