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Coach your organization for data-driven change and condition it to attain excellence in its data capabilities, mindset and performance with this guide for data leaders.
List of contents
Chapter - 00: Introduction- the data leader as personal trainer; Chapter - 01: The emerging need for data and the role of the data trainer; Chapter - 02: The training for Data Excellence approach; Section - PART ONE: Pillar I- Strategies and tactics for cultural change Chapter - 03: Data goes viral; Chapter - 04: Interlocking with control functions; Chapter - 05: Introducing data roles; Chapter - 06: Data disciplines; Chapter - 07: Data fitness assessment; Chapter - 08: Exercise: Strategic initiatives independency analysis Section - PART TWO: Pillar II- How to change the way change is done; Chapter - 09: Data Excellence operating model; Chapter - 10: Establishing the enabling capabilities such as metadata, quality and retention; Chapter - 11: Data risks and control environment; Chapter - 12: Exercise- writing the right data consumer stories Section - PART THREE: Pillar III-Generating (and sustaining) value Chapter - 13: Data productization and agile methodologies; Chapter - 14: Data valuation models; Chapter - 15: Advanced data business case; Chapter - 16: Data supply chain assurance; Chapter - 17: ESG and CSR value proposition; Chapter - 18: Exercise- calculating return on investment for a data program Chapter - 19: Conclusions
About the author
Roberto M. Maranca is currently Data Excellence Vice President at Schneider Electric and prior to that, held C-suite leadership roles as the Group Data Officer for Lloyds Banking Group and Chief Data Officer at General Electric. He has been listed multiple times as one of Data IQ 100's most influential people in data and is a regular keynote speaker at leading data and business conferences. He is based in London, UK.
Summary
Coach your organization for data-driven change and condition it to attain excellence in its data capabilities, mindset and performance with this guide for data leaders.
