Six ways to shine a light on dark data, and get some real value from it
It’s important to remember that not all dark data is sitting somewhere ominously in the shadows, taking up server space. […]
But the journey from the paper-based office to paperless is littered with challenges and risks – it’s naturally disruptive. If executed correctly, however, there can be rewards in abundance.
Here is a list of ten things any business needs to consider before embarking on a digital journey:
In the next five years, a digital wave will sweep through business. This will present both opportunities and risks. But if you can get it right as an organisation, then the prize can be a combination of slashing costs and increasing revenue whilst embracing change – or facing a so-called Blockbuster moment, where they’ll be left behind and, in some cases, cease to exist.
If, as a business, you don’t have a firm grasp of what information you have, its status and possible associated value or risk, then in a GDPR age, you’re playing a dangerous game of Russian Roulette.
Determining what should be kept and why, where and how it is stored – and who is responsible – is vital to future-proofing the information flow across your business.
If you want to be a digital player, then a very clear understanding of where all the cobwebs live is a must. What are the (digital) liabilities in the business? Where does the personal identifier data (PID) – account numbers and sort codes – sit across the organisation? What level of risk are we sitting on under new legislation, such as GDPR, and how does that impact what we do?
In order to accelerate growth, sometimes a comprehensive clean-up is required.
Last year, The Economist magazine heralded the world’s most valuable resource as information – not oil.
There may still be some room for intuition in the board room, but data is the new, sought-after commodity upon which major decisions are being made.
The Internet Revolution has helped create new industries, solve very human problems and created more data in recent years than in the last 5,000. If data can be harnessed correctly, it’s set to usher in the next new wave of growth.
File formats refresh means that some file formats are at risk of going out-of-date or are already corrupted. Ensuring your digital assets – be they online materials, graphical designs or maps – will be secure, accessible and readable for 10, 20, 50 years to come requires a considered approach to active digital preservation.
Breaking new ground doesn’t have to mean parting company with the heritage of the business. A brand is a brand because of people – that much will stay true in the digital age. If your online presence doesn’t reflect the brand vision and mantras that are discussed internally and what made it great initially, there’ll be a digital disconnect.
But just as the organisation wants to move forward, a brand repositioning may also be required. What worked offline doesn’t always work digitally – and vice versa.
It’s no good conceiving of a digital transformation as a ‘them and us’ strategy; digital is how we think, play and work and, as such, can be embraced by everyone. To achieve buy-in across the organisations, stakeholders such as Senior Management, Procurement, IT, Marketing, HR, Finance and existing customers, all need to be involved from the get-go.
If there’s one thing people know about GDPR, it’s that fines can reach up to €20million, or 4% of annual turnover.
But the lasting reputational implications of a data breach can be more damaging still: TalkTalk were recently fined £400,000 for a breach of around 21,000 customers’ personal data, but they lost more than 100,000 customers and incurred costs of some £60m.
What this means for a company in the digital economy is that a well-thought-out contingency plan for dealing with data breaches is a must – rather than existing in a reactive bubble.
Alex Benay, CIO of the Government of Canada, recently said: “If you are spending a dollar on a digital service, you should be spending a dollar on cyber security.”
‘Digital Transformation’ has now become a necessity to avoid getting left in the dust and attaching a clear ROI to it isn’t always feasible. It can be a complex and difficult journey. As such, creating new, digital key performance indicators (KPIs) is likely to be a better approach than hard-and-fast financial returns.
Instead, it should be viewed as a strategic investment – and finding a partner to walk the journey can make it that much more comforting and, ultimately, rewarding.
The technology is only as good as the people at the helm.
As such, a well-developed strategy, with some SMART goals – specific, measurable, achievable, realistic and targeted – aligned to the core purpose of the business, is a must.
It shouldn’t be transformation for transformation’s sake; change is a challenge, at the best of times. What constitutes success, both for the business and your customer?
Keeping the end-user close to your transformation will ultimately pay dividends.