Enterprise Data and Analytics Articles / Blogs / Perficient https://blogs.perficient.com/tag/enterprise-data/ Expert Digital Insights Wed, 19 Jun 2024 19:17:13 +0000 en-US hourly 1 https://blogs.perficient.com/files/favicon-194x194-1-150x150.png Enterprise Data and Analytics Articles / Blogs / Perficient https://blogs.perficient.com/tag/enterprise-data/ 32 32 30508587 Customizing Extracts from Oracle Enterprise Data Management https://blogs.perficient.com/2021/03/19/customizing-extractions-from-oracle-enterprise-data-management/ https://blogs.perficient.com/2021/03/19/customizing-extractions-from-oracle-enterprise-data-management/#respond Fri, 19 Mar 2021 23:00:53 +0000 https://blogs.perficient.com/?p=287855

Oracle’s Enterprise Data Management (EDM) solution has been heavily focused on several areas over the past couple of years; data governance, data integrity, and out-of-box integrations, just to name a few. However, the latest updates have included enhancements geared towards user experience (in addition to a continued focus on the previously mentioned areas). One such enhancement is the flexibility in extracting data from EDM.

Extracts enable users to retrieve data from a viewpoint into a formatted file or a global connection. Users can extract from any viewpoint and for any properties. Extracts are similar to exports, but there are some differences between the two. The biggest difference being that extracts can be customized. Exports are based on application registration settings.

Customization options are plenty. Need a file with a delimiter other than a comma? Or a file without column headers? Or maybe certain records need to be filtered and excluded from the file? All can be easily accomplished via EDM’s extract feature. The below image displays all the available options that can be applied.

2021 03 19 15 44 32 Clipboard

A few key considerations to keep in mind include:

  • Extract files are encoded in UTF-8
  • Only users with Owner permission on a dimension can create extracts
  • Users with Data Manager permission on a dimension can run extracts
  • Properties are added to the extract definition in the order selected. Therefore, be sure to select the properties in the order required for the file.

Have additional questions about extracts? Interested in exploring the benefits of Oracle Enterprise Data Management cloud? Contact us today!

 

 

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Meet Perficient’s Chief Strategists: Arvind Murali https://blogs.perficient.com/2019/09/09/meet-perficients-chief-strategists-arvind-murali/ https://blogs.perficient.com/2019/09/09/meet-perficients-chief-strategists-arvind-murali/#respond Mon, 09 Sep 2019 17:30:16 +0000 https://blogs.perficient.com/?p=244148

Thrilling our clients with innovation and impact – it’s not just rhetoric. This belief is instrumental for our clients’ success. In 2018, we introduced our Chief Strategists, who provide vision and leadership to help our clients remain competitive. Get to know each of our strategists as they share unique insights on their areas of expertise.

The current digital age has generated an exponential amount of data. From mobile devices and online activity to enterprise performance metrics and operational considerations, data is all around us. By 2025 worldwide data volumes are projected to grow to 175ZB, creating more opportunities for business leaders to develop informed strategies and make decisions based on their data.

We recently spoke with Arvind Murali, Data Governance Chief Strategist, to get his perspective on data governance, building data strategies to optimize business outcomes, and his life beyond the world of strategy.

What does your role as a Chief Strategist entail?

Arvind Murali: The AI and Digital technologies have launched the Fourth Industrial Revolution focused on machines supporting man and increasing efficiency and effectiveness. Companies across every industry are feeling the impact of digital and data transformation, and leaders are rethinking how technology and data can reshape their businesses.

As a Chief Strategist, I support my clients on thinking of Data as an Asset to use data in ways that they aren’t thinking about. I’m constantly listening to and learning from our clients about their business outcomes and opportunities. Then, I translate that feedback to help them build data strategy and governance to support and manage their data infrastructure.

By focusing on the business outcomes, we can build and implement data solutions that are broad enough to meet clients’ current needs and nimble enough to scale for future iterations.

What do you hope to accomplish as a Chief Strategist?

AM: Among my aspirations, I will continue supporting organizations with their digital and data transformation journeys. This support includes moving clients towards Data-as-a-Service (DaaS) models that directly creates bottom line opportunities. Some clients begin with a clean slate and want to capitalize on their legacy data assets. However, in that process, we determined that by marrying legacy data and enriching it with competitive and benchmarking data, it truly gives clients an edge. In the end, we’ve developed modern data platforms for them, allowing them to analyze their businesses, identify patterns, and adjust (as necessary) to compete in a digital market.

Above all, I always want to find purpose in my work by creating data solutions that make a difference for our clients and the customers and communities they serve. For instance, if our data-driven work provides a hospital with the ability to reduce a patient’s rate of readmission, that’s a meaningful end result. Or, if our manufacturing clients can simulate their components digitally and use analytics to enhance productivity, that increases their efficiency.

Strategically Speaking

Why does data governance matter for today’s enterprises?

AM: How often have you heard advertisements from Exxon, Best Buy, and Amazon stating that they use data and analytics for competitive advantage? Can you think of organizations making these statements five years ago? Technology has truly enabled data to become an asset that’s vital for any organization’s growth. It allows businesses to manage their supply chain, understand buying behavior, create personalized marketing, impact people’s lives, or streamline operations. If properly managed, businesses can use it to create a tangible return on their investments.

Data governance ultimately allows you to monitor, understand, measure, and own your data assets. This will lead to organizations creating competitive advantage based on their data assets.

How does implementing data governance impact businesses?

AM: Data governance [involves managing] data, culture, process, and technology. On one hand, companies rely on technology, such as AI and MDM, automation, and mastering customer data. However, the fundamental process of data ownership requires cultural acceptance [from the organization].

For example, some organizations have relied on employees to compile dense spreadsheet databases that contain massive amounts of data. The process of creating them is time consuming and mundane, but it’s a familiar process that executives have come to expect of their reports. When working with clients on data governance, we design and build a centralized, modern data platform to house and self-service their data. Once established, it’s a shift for employees because they’re now tasked to focus more on data analytics rather than building the database. Overall, the change will improve our clients’ productivity, but it’s upending long-held employee expectations.

By incorporating organizational change management with data governance, we can prepare workforces for the future and improve effectiveness and efficiency. If we’re working with industry-specific data assets like healthcare or financial services, we can also integrate our thought leadership in those areas to influence the process.

“Intelligent automation is already present in our daily lives, so it’s changing individuals’ perception about the technology. However, unifying an enterprise and shifting the business perception about intelligent automation [for data] is imperative for success.”

Why do businesses need a data strategy?

AM: By next year, businesses strategically using data will realize $430 billion in productivity benefits compared to competitors that aren’t using data. This translates into untapped potential of available data that can advance business growth, which is why developing a data strategy can mobilize those assets. Companies such as Facebook, Google, Salesforce, and Exxon have already implemented a strategy to convert data to information to insights, which has effectively differentiated their firms as dominant players in the digital space.

Setting a strategy for how you use data is essential because the technologies involved are constantly evolving. For most industries, impactful solutions will incorporate some form of automation, such as machine learning, AI, bots, or some other innovation. Being adaptable to the shifting landscape will only improve the final solution and future-proof your organization.

Think Like a Chief Strategist

Tell us about a recent project you’ve tackled. How did we help the client achieve success?

AM: We recently began work with a large hospital to build an end-to-end Data and AI platform. This work supports the client’s objective to become more patient-centric. Ultimately, we hope to improve patient outcomes, physician interaction, and overall efficiency.

A digital transformation journey for any organization takes time, and this situation is no different. A few months ago, the client had nothing established as far as a modern data platform or supporting processes. In fact, multiple departments established their own analytics and attempted to make decisions using data silos. Now, a centralized data platform allows for self-service, collaboration, and cross-departmental insights into knowledge that wasn’t previously possible. Although the project isn’t yet finished, the client is already realizing some significant benefits.

What questions do you ask a client when developing a data strategy?

AM: The top five questions every client needs to ask of their enterprise:

  1. What data do we have?
  2. What data do we need to have?
  3. How do we use our data today?
  4. How do we want to use it in the future?
  5. How do we want to access our data?

These questions define our approach to creating data governance solutions that meet clients’ specific goals. Beyond that, these questions guide any enterprise that seek any form of digital transformation – they must embrace the startup mentality from the beginning.

How can businesses take a strategic approach to their data?

AM: A data strategy enables organizations to make informed decisions based on their data insights. Every data strategy focuses on three areas to optimize business outcomes:

  1. Identifying which data sets are available for analysis and – more importantly – which are not
  2. Building a modern data platform to host existing and targeted data
  3. Developing data governance to make intelligent decisions based on data that’s been collected

This process should not revolve around departmental silos within an organization. Instead, developing a data strategy should start at the executive level and involve stewards from different business units. A strategy with visibility across the organization can help prioritize goals by identifying shared pain points, strategic objectives, and situations where overlaps exist.

“Always have a data strategy aligned to your business outcome. Data without outcomes is like a business without goals. It can be exciting to grow quickly at first, but it’s not a sustainable approach.”

Beyond the World of Strategy

What are your interests or hobbies when you’re not wearing the Chief Strategist hat?

AM: My two sons, a nine-year-old and a three-year-old, keep me busy outside of work between their activities and spending quality time with them. I often joke that I’ve played cricket since I was born. It’s something that’s in my blood. My sons have also grown to love cricket, so we enjoy playing together. I also really enjoy boxing, which is my favorite outlet for fitness.

Additionally, I’m an avid vlogger and discuss topics pertaining to technology, data, and being a “Smarchitect,” a term I’m hoping to trademark.

A Smarchitect is a smart-architect who doesn’t limit him/herself to one specialty and chooses to wear multiple architect hats. Being able to switch from one discipline to another at any point during a solution process, Smarchitects can define an end-to-end solution that prioritizes the business outcome by being agnostic on technology or capabilities needed to implement it.


Learn more about each of our Chief Strategists by following this series. 

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Use Enterprise Data to Drive Business and Build Trust https://blogs.perficient.com/2018/06/26/data-drives-business-builds-trust/ https://blogs.perficient.com/2018/06/26/data-drives-business-builds-trust/#respond Tue, 26 Jun 2018 12:00:38 +0000 https://blogs.perficient.com/?p=228446

Enterprise data is a very valuable asset and, if used strategically, it can help drive success. One outcome of using data analytics is that you’ll be enabled with better decision making skills. Instead of basing decisions off of past experiences, you can leverage your data to understand how different choices affect your organization. Data can assist with things like everyday business management practices to thinks like mergers and acquisitions (M&A).

Enterprise Data Drives Business

Examining your organization’s metrics and aligning them with your business goals is important. In the book The Goal, author Eliyahu M. Goldratt defines three operational measurements that should be considered for successful business management:

  • Throughput – Rate at which money is generated by sales
  • Inventory – Money invested in purchasing things intended for sales
  • Operating Expense – An ongoing cost for running a business

In addition to those three measurements, I would also add a fourth measurement to that list: Utilization. Measuring the effectiveness of resources like people, products, time, and money can be very beneficial to drive improvement. And being able to collect quality data and analyze it can help you formulate more effective outcomes in these areas.

Bottom line, every business wants to measure their success by sales, profitability and productivity while minimizing expense and inefficiency. Do this with data.

Data Builds Trust

Another way that data is impactful for enterprises is with M&A. Trust is very valuable in the context of M&A and team building for effective results. And it’s become a lot more tangible with self-service data and business intelligence tools. The ability to deliver data and analytics ad hoc to prove the effectiveness and efficiency of a business process, a product launch, a marketing campaign, or an M&A is the difference between trusting the outcome and investing more in failure to launch decisions.

In addition, the data science field takes it up a notch in providing predictive models that can proactively engage in modeling the success or failure of a product/process/service. Open Data provides the ability to use free market data for additional analysis of macro factors as well. These factors include weather, traffic, health and other critical criterion for time and money investment portfolios.

Where Are You On Your Data Journey?

Below is a Data and Analytics Maturity Continuum. It is not a model. It’s a continuous journey that iterates and improves as you move along.

Data and Analytics Maturity Continuum

Click image to enlarge.

Knowing where you are on your data journey and how to mature can be very beneficial to your organization. At Perficient we want to help you improve your Data and Analytics Strategy and improve your business processes. Reach out to one of our Data Strategy experts to get more information.

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MicroStrategy’s AR App for Avon’s Customer Case https://blogs.perficient.com/2018/06/21/augmented-reality-app-for-avon/ https://blogs.perficient.com/2018/06/21/augmented-reality-app-for-avon/#respond Thu, 21 Jun 2018 12:30:05 +0000 https://blogs.perficient.com/?p=228195

Avon, a leading beauty company, presented a customer case to our MicroStrategy partner to find a more efficient way to identify product performance in their stores. MicroStrategy, with support from our experts, took this challenge and produced an augmented reality application using the platform and augmented reality APIs. The result? An application that can display product KPIs in real-time using a tablet.

Augmented Reality App Demo

During last month’s Gartner Data & Analytics Summit in São Paulo, Brazil, Avon provided the MicroStrategy booth with a display complete with beauty products to showcase how the application works. At the booth, attendees met with MicroStrategy Director Tiago Sanchez.

MicroStrategy augemented reality app demo for Avon at Gartner Summit in Brazil

Cindi Howson is a Research VP at Gartner. (Note: Perficient acquired Southport in April 2018.)

Sanchez guided attendees through the application using a tablet and the Avon products. As he raised the tablet in front of him toward a product he said, “The application instantly recognizes the image of one of our products. And now you can see all the KPIs on the screen.”

Using the MicroStrategy augmented reality dashboard you can point a tablet at one of your products and instantly see relevant product details. The dashboard is set up to show you product inventory on the left side of the screen and the sales KPIs on the right in real-time.

MicroStrategy Augmented Reality Application

A tablet displaying a product’s KPIs and inventory in real-time using Perficient’s MicroStrategy augmented reality dashboard.

This application would allow customers to work more efficiently and spend more time out in their company instead of sitting behind a computer.

Sanchez said, “With this type of application you can have store operations and visual merchandising teams operating in the field using data off their products instead of operating from the back office of their company.”

Want to see what else the MicroStrategy platform is capable of? Check out our MicroStrategy partner page or drop us a line in the comments below.

 

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Why BI Is Still The Most Important Trend https://blogs.perficient.com/2018/06/19/why-bi-still-most-important-trend/ https://blogs.perficient.com/2018/06/19/why-bi-still-most-important-trend/#respond Tue, 19 Jun 2018 13:00:29 +0000 https://blogs.perficient.com/?p=228114

There are a lot of trends in data and analytics on the rise with AI, advanced analytics, IoT, and data science. But even with all of those new ways to explore and transform your enterprise data assets, business intelligence (BI) is still at the core of effective data strategy.

Gartner estimates a $22.8 billion growth in BI by 2020. Organizations have become much more knowledgeable and accountable to explore what’s possible with their enterprise data assets. I am now seeing more and more organizations investing in data and BI strategy to improve on customer experience and to innovate in areas they have not previously explored.

Data Strategy Outcomes

Some examples of data strategy outcomes includes the following:

  • Exploring 3rd party benchmark data to figure out where an organization stands in their ability to serve their customers
  • IoT-enabled BI
  • Data governance for digital transformation
  • Customer journey optimization

Technology giants such as IBM, SAP and Microsoft are exploring Data Management Platforms (DMP) which have the capability to provide BI and analytics enabled by big data, machine data, cloud, IoT, and predictive models running in a seamless/serverless platform. Business processes such as blockchain and value stream maps combined with predictive models will enable DMP with a business context.

2018 BI Trends

The following are the BI trends you can look for in 2018 and beyond:

  • Self-service data preparation using the power of DMP
  • Advanced data visualization using custom visuals enabled by IoT
  • Smart data discovery giving way to predictive analytics
  • Natural Language Processing along with voice enablement (Alexa, Cortana, Siri…)
  • Strong Integration with data science tools such as R and Python enabling citizen data scientists to use BI platforms

Here is an example of a customer journey map around a DMP that we have developed based on the marketing strategy we developed over the years.

Data Management Platform

Click to enlarge.

A strong BI foundation can help you make better decisions, improve operational efficiencies, grow revenues, increase competitive advantages, and more. Why wouldn’t you want that for your organization? Find out what it takes to start leveraging your organization’s enterprise data assets and get an edge on your competition.

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Data Strategy Framework: Handle with CARE https://blogs.perficient.com/2018/05/29/data-strategy-framework/ https://blogs.perficient.com/2018/05/29/data-strategy-framework/#respond Tue, 29 May 2018 14:30:01 +0000 https://blogs.perficient.com/?p=226948

As Gartner predicted, artificial intelligence is emerging as a core business and analytical competency. Although information is still not recognized as a line item in a corporate balance sheet (data as an asset), it is still a strategic asset that can drive business value.  Therefore, it’s important to have data strategy framework in place.

On a daily basis, I come across clients looking for a data strategy. In their minds, it’s a collection of enterprise data assets that are put in a spreadsheet and organized with a determined future state. While this is partially true, there are a few components missing.

Data Strategy Components

A simple definition of data strategy is to identify a plan to acquire, store, share, use, and govern data as an enterprise asset.

Data Strategy Plan

Another important aspect is to identify technology enablers of a data ecosystem. This includes reporting tools, data science toolkits, MDM, EDW technologies, big data, content management, and search platform.

It’s important to note that within the next couple of years modern BI analytics platforms might offer toolkits that will provide all of the above capabilities in a single, NLP-driven platform. Gartner predicted that 50% of analytics queries will be generated using search, natural-language query/voice, or will be auto-generated by 2019. This proves that analytics, data science, machine learning, and artificial intelligence are becoming a blended capability.

Data Strategy Transition Examples

After making these identifications you can address the four key components that will help formulate a strategy: Centralization, Action, Relevance, and Evolution (CARE).

CARE Framework

When developing a data strategy we like to use CARE to build the framework. The four questions below are what we need to ask at an enterprise or line of business level to produce a strategy with tangible return on investment.

Centralized – Is the data centralized and connected to business objectives?

Actionable – Can the data provide actionable goals and tangible KPIs?

Relevant – Is the data relevant and unique to the organization and not a generic dataset (ex. weather, traffic, zip code)

Evolutionary – Is the data expected to change over time or is it static?

Answering these questions will help address your enterprise’s data potential and set forth a viable plan-of-action. Having a solid data strategy will positively affect your organizations success and likely put you ahead of the competition.

Need help building your strategy framework? Reach out to our Data Solutions experts for more information.

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The Information Impact on Providers, Plans, and Consumers https://blogs.perficient.com/2017/10/10/the-information-impact-on-providers-health-plans-and-consumers/ https://blogs.perficient.com/2017/10/10/the-information-impact-on-providers-health-plans-and-consumers/#respond Tue, 10 Oct 2017 12:02:37 +0000 https://blogs.perficient.com/healthcare/?p=11192

Over the better part of the last decade, most healthcare organizations have significantly invested into technologies like EHRs with Care Management and Population Health support. These investments have equipped their healthcare practitioners with accurate information about their patients necessary to provide timely and appropriate quality clinical care to their patients. Certainly, CMS helped influenced some healthcare institutions into this type of technology adoption by continuing to influence pay-for-performance (P4P) over fee-for-service (FFS) practices via payment incentives and penalties through programs like Meaningful Use, Value-Based programs (HVBP, HRR, PVBM, HAC, ESRD, SNFVBP, and HHVBP), and APMs / MIPS (made available via MACRA). Whether being a forward-thinking organization or one that was incentivized into doing so, the end result is that many healthcare organizations are positioned better now, then even just a few years ago, with the infrastructure they need to obtain insights into a multitude of performance areas that directly impact their bottom-line and subsequently how they could be perceived in the market.

With this said, healthcare organizations need to remain acutely aware of this very dynamic and ever-changing market that is right in front of us. For one thing, consumerism is here, and it is here to stay. Today’s patients and members expect to be more actively involved in their care decisions as well as more willing to comparison shop for services and service providers not only because they are incurring more of the cost of healthcare services, but also because information about care providers and care services options is more readily available. However, navigating and consuming the information that is available can be extremely time consuming and overwhelming. This is where healthcare organizations have the opportunity, through initiatives like Population Health Management and the institutionalizing of Patient 360 / Member 360 programs, to differentiate themselves by developing and executing a more proactive and personalized relationship with their consumer.

Similarly, the informational relationship between healthcare provider and health plan needs to continue to progress towards full transparency. As Congress continues to review options to address issues with the ACA including allowing for participation in health associations across state lines plans and expanded HSA contributions, providers and health plans will need to work ever-more-closely together to deliver appropriate and timely care is to its patients / members. Through collaborative activities like utilization reviews and truly understanding contract performance, both parties have the information available to effectively communicate and correct any processing anomalies to directly impact the increase of “clean” claims and accelerated payment. By operating with aligned priorities, this “processing partnership” creates more confidence and comfort to engage in shared-savings / risk-sharing / risk-adjusted agreements including bundled payments and ACOs versus health plan-owned-risk-arrangements, e.g., fee-for-service agreements, or provider-owned-risk-arrangements, e.g., capitation agreements. And, in some cases, where the local market and organizational attributes present opportunity, value-based health care has created an environment for providers to consider offering provider-sponsored health plans as a competitive solution to locally available health plan products.

The reality for today’s healthcare organizations is that in order to address the informational demands of today’s consumer and business operations, they need to continue to develop and execute effective business intelligence and Connected Health strategies. Traditional systems like EHRs and ERPs still and will always process essential data for users, but IoT has presented new opportunities / challenges that cannot be overlooked. Therefore, any data strategy will need to be able to address the availability of structured data as well as unstructured data and present information via easy to understand dashboards and other visualizations, e.g., enterprise data warehousing, Data Lake, NLP, and potentially Machine Learning solutions. Bottom line, Healthcare organizations need to remain proactive in their approaches to listen, understand, and address the informatics needs as they present.

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Addressing the Information Challenge: 7 Ways Governance Can Help https://blogs.perficient.com/2017/04/26/addressing-the-information-challenge-7-ways-governance-can-help/ https://blogs.perficient.com/2017/04/26/addressing-the-information-challenge-7-ways-governance-can-help/#respond Wed, 26 Apr 2017 19:58:59 +0000 https://blogs.perficient.com/healthcare/?p=10752

The explosion of data is something that executives across industry are trying to wrap their heads around. Healthcare is no different. In fact, healthcare data is expected to grow 99% – patient data, wearables, medical literature, scientific articles, etc. are adding to the explosion of healthcare information. This data deluge is a big challenge for healthcare organizations because they are unable to leverage information to make timely and profitable business decisions.

To solve the data challenge many organizations try:

  • Implementing Master Data Management or some other data management initiative
  • Acquiring quality tools or other technology
  • Putting people “in charge” whether through committees or assignments to “manage the information”

Unfortunately, these approaches are not very effective. In order to tackle data challenges healthcare organizations must turn to governance. Governance helps address the information challenges by:

  • Ensuring information is fresh, available and accessible
  • Articulating who can make changes and when and enforces these decision rights to prevent rogue changes
  • Identifying all repositories, their purpose and their content based upon an enterprise-wide common vocabulary
  • Defining, maintaining and publishing a common vocabulary specific to the enterprise’s needs and language
  • Supplying an enterprise-wide description of each areas information use and the mechanisms to ensure cross-functional alignment and management support
  • Providing clearly defined rules for quality, integrity, representation, etc. of the information and clear processes and responsibilities for stewarding the information for adherence to these rules
  • Assigning, communicating and enforcing decision rights across the enterprise, as well as ensures actions taken and decisions made are broadly communicated

Information and data governance are quickly becoming imperative for a healthcare industry that is both seeking to capitalize on the value of its information assets and that is committed to ensuring the reliability and integrity of information and data used to improve care quality, operations, and financial performance. After all, trust in health information and high-quality patient care depend on it.

To learn more about trends impacting healthcare governance, download our recent guide, Healthcare Governance, Trends to Watch.

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Trends in Governance: Cross-Enterprise Semantics & Metadata https://blogs.perficient.com/2017/04/20/trends-in-governance-cross-enterprise-semantics-metadata/ https://blogs.perficient.com/2017/04/20/trends-in-governance-cross-enterprise-semantics-metadata/#respond Thu, 20 Apr 2017 18:28:00 +0000 https://blogs.perficient.com/healthcare/?p=10743

Addressing the ongoing explosion of data sources and storage options requires establishing consistent metadata attributes and semantic models across the enterprise to effectively govern information as an enterprise asset.

The primary objective of any enterprise governance program is to ensure consistent and timely data, so reaching consensus and agreement on a common understanding of concepts and metadata attributes must be addressed and enforced by the program. Cloud applications, for example, continue to be adopted and most have their own semantic and metadata models. Integration of these respective views is foundational to governance because without it meaning and reusability of the information suffers.

A recognition is forming that as information becomes a true enterprise asset, that the need to cross silos and reach consensus on a consistent meaning of the semantics and metadata used to describe the business domains and the information itself is becoming critical. This common understanding is best facilitated and controlled through robust governance that is enforced company-wide.

To learn more about this trend and the other trends impacting healthcare governance, download our recent guide, Healthcare Governance, Trends to Watch.

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Trends in Governance: Business-Centric Capability https://blogs.perficient.com/2017/04/13/trends-in-governance-business-centric-capability/ https://blogs.perficient.com/2017/04/13/trends-in-governance-business-centric-capability/#respond Thu, 13 Apr 2017 11:42:05 +0000 https://blogs.perficient.com/healthcare/?p=10737

Related to the trend of recognizing the difference between information and data, is that governance of information requires it be viewed as a business capability. This recognition is starting to take hold because healthcare organizations are realizing that it is the business needs and drivers that supply the context for the data housed by IT. Therefore, understanding, governing, and prioritizing the rules, processes, and controls must account for this contextualization.

Data is still the realm of IT, as are the technologies used to house and transmit it. However, data governance and IT governance are still essential and tight collaboration between IT and the business continues to be critical. What this equates to is more active and integral involvement of business personnel and subject matter experts in the governance program. Governance in general is a focus upon behaviors in the use and management of information. Therefore, the emphasis is upon people and process, which is exactly why information governance is being recognized as a business capability.

Governance will continue to be recognized as a business capability and moving out of the IT-only realm. As a business-centric capability, information governance is primarily focusing upon behaviors in the use and management of information, regardless of the technologies used to house or transmit that information, leaving those concerns primarily to sata and IT governance. Even with this shift, it is still recognized that tight collaboration with IT is critical to the success of the program.

To learn more about this trend and the other trends impacting healthcare governance, download our recent guide, Healthcare Governance, Trends to Watch.

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Trends in Governance: Look Beyond Compliance, Risk and Analytics https://blogs.perficient.com/2017/04/11/trends-in-governance-look-beyond-compliance-risk-and-analytics/ https://blogs.perficient.com/2017/04/11/trends-in-governance-look-beyond-compliance-risk-and-analytics/#respond Tue, 11 Apr 2017 18:40:33 +0000 https://blogs.perficient.com/healthcare/?p=10735

Governance historically has been instituted to support regulatory and compliance needs as well as requirements from business intelligence and analytics. These are still essential aspects of Governance, but more and more programs are broadening their reach to address operational needs and helping to solve operational business challenges. Governance is therefore starting to focus more and more on business outcomes and how the practice can affect and contribute to the achievement of these.

Healthcare, like other industries, is seeing governance move into the operational world, and process owners are adopting the practice more frequently. This is likely due to the ongoing quest for containing cost and optimizing processes where healthcare organizations see governance as being able to deliver on those fronts.

Governance is becoming paramount as the use of information continues to expand across a wider variety of business needs including supporting internal processes, developing new services, providing a better patient experience, driving towards operational excellence, and adapting new business models. Implementing a governance program to support these use cases requires a focused involvement from business executives and subject matter experts in addition to the technical or regulatory staff historically associated with data governance.

To learn more about this trend and the other trends impacting healthcare governance, download our recent guide, Healthcare Governance, Trends to Watch.

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Trends in Governance: Change Management is Critical to Success https://blogs.perficient.com/2017/04/08/trends-in-governance-change-management-is-critical-to-success/ https://blogs.perficient.com/2017/04/08/trends-in-governance-change-management-is-critical-to-success/#respond Sat, 08 Apr 2017 11:38:53 +0000 https://blogs.perficient.com/healthcare/?p=10732

A recognition, especially among the practitioners themselves, is that effective change management is the key to successful governance. It is still an elusive and challenging function, but its placement as the critical success factor of a governance program is becoming more and more apparent.

While all of the data-as-information points so far are relevant, the governance model has little value if people don’t know how to access, how to interpret, and ultimately how to use the core data and its embedded information. This is where organizational change management (OCM) plays a key role.

The value in the data lies with people engaging with it. OCM, and its underlying methodologies, is about ensuring users and key stakeholders are ready, willing and able to work in new ways, leveraging new tools and processes appropriately. It’s important to understand that user adoption cannot simply be assumed. Just because you tell someone that you have new ways of working doesn’t equate to people actually doing what you want or to them even knowing what to do. Change is hard, and change occurs one person at a time.

To learn more about this trend and the other trends impacting healthcare governance, download our recent guide, Healthcare Governance, Trends to Watch.

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