EIM – Strategy to Pragmatic Delivery
Mark O’Gorman
Director, Data Management, Global Technology Office,
Manulife Financial
November 17, 2010
About Manulife
Manulife's Vision
Manulife Financial’s vision is to be the most professional financial services organization in the
world, providing strong, reliable, trustworthy and forward-thinking solutions for our clients’
most significant financial decisions.
Manulife Financial is a
leading Canadian-based
financial services group
serving millions of
clients in 22 countries
and territories
worldwide.
Asia
Canada
• Individual Insurance
• Individual Wealth Management
• Group Benefits
• Group Pensions
United States
The Company operates
in Canada and Asia
through the brand name
“Manulife Financial”
and in the United States
primarily through the
brand name “John
Hancock“.
• Insurance
• Long Term Care
• Annuities
• Group Pensions
• Mutual Funds
• College Savings
Investments
Hong Kong, Philippines, Singapore,
Indonesia, Vietnam, Malaysia, Thailand,
Taiwan, China
• Individual Life Insurance
• Group Life & Health Insurance
• Variable Annuities
• Pension Products
• Mutual Funds
Japan
• Individual Insurance
United States, Canada,
• Variable Annuities
United Kingdom, Japan,
Australia, Hong Kong,
Southeast Asia
Reinsurance
United States
Canada
Europe
Asia
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2
Agenda
 Information Management Challenges
Information
Management
Metrics and KPI’s
Service Oriented
Architecture Mashups
Data and
Master Data
Management
Information
Quality
Management
Information
Governance and
Stewardship
Records Management
Metadata and Taxonomy
Management
Content and
Document
Management
Collaboration
Discoverable
I know what information I need,
but where is it?
Accessible
Do I have access to all the information
I need to do my job?
Visible
What information do we have
available?
Available and Secure
Is my information protected? What
happens if it gets damaged?
Knowledge
Sharing
Accountability
Leveragable &
Reusable
Efficiency &
Effectiveness
Trusting
Is this information accurate?
Leveragable & Reusable
Can I use the address information
from the other system instead of
building my own?
Timely
Is this information up-to-date? When
was the last time it was updated?
Business Value
Maximum
Business Value
Business
Wisdom
Stewardship
and
Governance
Shared
Knowledge
Information
Data
Data
+
 Taking a Business View
Measurable
How do I know if the information is
accurate or current enough for my
needs?
Enterprise
Knowledge
Management
Productivity
and
Efficiency
Metrics
Risk
Management
Accountability
Combinable
Is the policy face amount from
system A and B defined the same
so that I can combine them to get
an accurate total?
Strategy and
Architecture
Alignment
Innovation
Insight
Growth
Visibility
Classified
Is this information confidential?
How long will this information be
kept?
Actionable
What information do I need to take
effective action?
Traceable
Where did this information come
from? Who can update it? What
updates were made and when?
Customer
Focus
Understanding
 EIM – Understanding the Beast
Information Delivery
and Business Intelligence
+
Timely
Use
Applied
+ Learning
Agreed
+ Meaning
 EIM – A Pragmatic Approach
Business
Context
Information
Knowledge
Wisdom
EIM Maturity
 Lessons Learned – Good, Bad, Ugly
3
Common Information Management Challenges
Complex or
Incomplete Access to
Information
Increasing Business
Demands for More
Information
Increasing
Information
Governance Focus
Inconsistent or
Informal Information
Management
Practices
Mixed levels of
Business Engagement
in Information
Management
 Various Degrees of
Insight into Future
Information Needs
4
Increasing
Information
Integrity Awareness
 Limited Line of
Sight to
Information Assets
 Drive for Greater
Information
Management
Efficiency
Various Levels of
Information Management
Understanding
Enterprise Information Management (EIM)
Information Architecture
Governance
Business and IT Strategies
and Behaviors
Business and IT Policies
and Standards
Enterprise
(Organization
Structures & Culture)
Enterprise
Information
Enterprise
Management
EIM
Information
Management
(Asset)
(Process &
Technology)
Information
Management
Delivery
Business and IT Accountabilities
5
Enterprise Information Management (EIM)
Organizational capabilities which transform data into trusted,
actionable business assets to grow the business, reduce
costs and mitigate risks.
What is Information Management – Scope
Information
Management
Metrics and KPI’s
Service Oriented
Architecture Mashups
Data and
Master Data
Management
7
Information Delivery
and Business Intelligence
Information
Quality
Management
Information
Governance and
Stewardship
Records Management
Metadata and Taxonomy
Management
Content and
Document
Management
Collaboration
Information Management
– Changing the Conversation
Accessible
Do I have access to all the
information I need to do my job?
Visible
What information do we have
available?
Discoverable
I know what information I need,
but where is it?
Knowledge
Sharing
Available and Secure
Is my information protected? What
happens if it gets damaged?
Accountability
Trusting
Is this information accurate?
Leveragable & Reusable
Can I use the address
information from the other
system instead of building my
own?
Leveragable &
Reusable
Traceable
Where did this information come
from? Who can update it? What
updates were made and when?
Timely
Is this information up-to-date?
When was the last time it was
updated?
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Efficiency &
Effectiveness
Classified
Is this information confidential?
How long will this information be
kept?
Combinable
Is the policy face amount from
system A and B defined the
same so that I can combine
them to get an accurate total?
Actionable
What information do I need to take
effective action?
Measurable
How do I know if the information is
accurate or current enough for my
needs?
EIM – Building on Data Management Success
Strategy and
Architecture
Alignment
Innovation
Insight
Business
Value
Customer
Focus
Understandin
g
Growth
Visibility
Enterprise
Knowledge
Management
Shared
Knowledge
Information
Data
Data
9
Business
Wisdom
Stewardship
and
Governance
Productivity
and
Efficiency
Metrics
Risk
Management
Accountability
Maximum
Business Value
+
+
+
Timely
Use
Applied
Learning
Agreed
+ Meaning
Business
Context
Information
Knowledge
EIM Maturity
Wisdom
Information Delivery as a Service
Enterprise
Focus
Tactical View
Strategic View
Drive Increase Visibility
and Reuse
Business Drivers
Operational
Focus
Information
Capabilities
IM
Solutions
Operational
Information
Needs
Transaction
Focus
10
Drive Increased Information Leverage
Information
Focus
Information Stewardship and Governance
Information Stewardship
Information Governance
• Effective business engagement in
managing information assets
• Incremental program for connecting
and aligning business needs across
departments and groups
Information Stewardship
• Value based governance of
business information assets.
High
• Repeatable practices
• Increase speed of resolution
Information Control
Dictatorship
Democracy
• Greater leverage
• Reduced costs
Low
Anarchy
Low
Information Access
Adapted from e-Business Intelligence, by Liautaud
11
• Efficient processes for
prioritizing and effectively
resolving information issues
High
12
Business Objectives, KPI, Information Needs Alignment
Strategy and Information Solution Alignment
Consistent Business and IT Definitions and Rules
Information and Knowledge Management Disciplines
(Information Quality, Information Delivery, Information Security)
Information Management Accountabilities
(Ownership, Stewardship, Custodianship)
Information Governance Processes
(Records Management, Privacy, Security, etc)
EIM Core Capabilities and Disciplines
EIM Core Capabilities and Disciplines
Key Business Drivers
Enterprise Records Management (ERM)
(Policies, Principles, Standards, Methodologies)
(Strategies, Models, Patterns)
Information Management
Metadata
(Ontology's, Taxonomies, Definitions, Business Rules, Lineage, Usage)
Information
Quality
Management
Reference and
Master Data
Management
Information
Delivery
Management
Reporting
BI
Enterprise Content
Management (ECM)
E-mail
Document
Knowledge
Management
Web
Content
Information Security & Privacy Management
(Access, Classification, Auditing, Protection)
Information Technology Management
(Hardware, Software, Applications, Tools, Repositories Storage)
Organizational Accountabilities
13
Enterprise Information Architecture
(Ownership, Stewardship, Management)
Governance
(Priorities and Metrics)
Approach – Incremental Steps
Key Business Drivers
Enterprise Records Management (ERM)
(Strategies, Models, Patterns)
Information Management
Metadata
(Ontology's, Taxonomies, Definitions, Business Rules, Lineage, Usage)
Information
Information
Reference and
Quality Master Data
Quality
Management
Management
Management
14
Reporting
BI
Enterprise Content
Management (ECM)
E-mail
Document
Knowledge
Management
Web
Content
Information Security & Privacy Management
(Access, Classification, Auditing, Protection)
Information Technology Management
(Hardware, Software, Applications, Tools, Repositories Storage)
Phase 2
Phase 1
Information
Delivery
Management
Information
Profile
Management
Information
Quality
Management
Organizational Accountabilities
Governance
Enterprise Information Architecture
(Ownership, Stewardship, Management)
(Policies, Principles, Standards, Methodologies)
(Priorities and Metrics)
Data Management Capabilities Model
- Building a Strong Foundation
Master Data
Management
Level 3
Leveraging
Business
Process
Management
Enterprise
Data Model
Level 2
Enabling
Level 1
Foundational
Data Lineage
Management
Data Model
Management
Data
Inventory
Management
Change
Management
Data Quality
Management
Data
Stewardship
Data
Architecture
Metadata
Management
Data
Lifecycle
Management
Data
Integration
Organizational Capabilities
15
SOA
Information
Lifecycle
Management
Data
Governance
Data
Custodianship
Data
Security
Management
Business
Intelligence
Data
Ownership
Business
Def’n & Rule
Management
Data
Classification
…
Data
Principles &
Standards
etc
16
Identifying EIM Opportunities
4
4
2
3
2
6
3
3
4
4
4
4
5
6
6
3
4
4
7
5
3
8
7
1
9
10
11
10
12
8
9
5
6
5
5
4
3
6
6
6
5
6
7
7
5
3
5
7
6
6
8
5
5
6
2
7
9
10
5
5
3
2
5
3
1
1
4
1
4
5
5
3
2
16
14
12
11
9
1) Availability
& Actionability
2) Discovery,
Combinability
and Reuse
3) Visibility
and Integrity
3 Initial EIM
2) Suggested
Initial
Target
Areas
Opportunity Focus
7
5
3
2
Opportunity Value
4
1
Near-Term Business Value
5
2
1
Clear Ownership
1
2
3
1
1
4
3
3
2
1
Organizational Alignment
1
2
3
2
2
2
2
2
2
Business Partner Urgency
EIM Capabilities Delivering Near-Term Business Value
1
1
1
1
1
2
2
1
1
2
2
2
3
3
2
2
3
3
3
2
3
Timely
3
2
1
3
2
1
4
5
Measurable
2
2
3
1
1
2
4
Leveragable and Reuse
Visible
1
Discoverable
3
3
2
2
1
Combinable
Classified
Available and Secure
1
1
1
3
Trusting
EIM Capabilty Activities
Identify Ownership of Information
Assign Business Stewards
Establish/Promote a Stewardship Council
Establish/Promote a Information Architecture
Council
Capture business definitions and rules within
a central repository
Define information retention and security
needs
Define Information Quality Requirements
Establish Information Service Level
Agreements
Define Business KPI's and Measures aligned
with Business Objectives
Profile and Inventory Data Sources
Formalize an Information Requirement
Assessment Process
Develop Operational and Analytical
Information Models
Assess Data Source Quality
Document Information Flows
1
1
2
Success Profile
Traceable
Opportunity 1
Opportunity 2
Opportunity 3
Opportunity 4
Opportunity 5
Actionable
EIM Business Opportunities
Accessible
EIM Value Characteristics
1) Identified EIM
Opportunity
Value
3 Characteristics
Initial
EIM
Hot
Spots
Similarities
7
1) Ownership
and
Stewardship
3) Identified Capability
Activity 2)
Synergies
Consistent
Business
Definitions
3) Profile and
Inventory
Align Business Challenge & Benefit to Capabilities
Information Management Capabilities
17
Key Questions
Business
Challenges
Inefficiency
Insufficient
Flexibility
Disparate
Sources
What are the commonly
felt information challenges
as articulated in
stakeholder pain point
statements?
EIM
Capabilities
Metadata
Management
Information
Delivery
Information
Profile
Management
What is the targeted set of
information capabilities
required to resolve the
shared challenges?
IM Strategic
Goal
Improved Information
Management Discipline
Business
Benefit
Delivered
Proficient Use of
Information
How do the EIM
capabilities contributed to
the core organizational
informational goals?
What is the business
translation of progress
against IM strategic
goals?
IM Capability Maturity Levels
Incremental Capability Build
Business Unit 2 leverages BU 1’s
investment and experience to
incrementally build to target
maturity through existing projects.
Master
Leveraging
BU2
Maturing
BU1
Developing
Initiate
BU1
BU1
BU2
BU2
BU1
BU1
Metadata
Management
Information
Delivery
Information Information
Profile
Stewardship
Management
Program
BU2
BU2
Business
Definitions and
Rules
Management
Information Capabilities
Enterprise Maturity Level
18
BU1
Business Drivers
and Metrics
Management
Taking an Opportunistic Approach
High
Core Investment
Opportunities
Potential Investment
Opportunities
 Project 2
 Project 3
 Project 1
 Project 4
Incremental
Business
Value
 Project 6
 Project 5
 Project 7
Low
Insufficient Investment
Justification
High
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Potential Investment
Opportunities
Incremental
Effort
Low
Information Management – Business Engagement
(1) Sponsorship and Scope
(2) Understand Business Challenges
(3) Rationalize Challenges
Sponsor engaged and scope
set
Interviewed - Key business
stakeholders identify challenges,
opportunities and priorities
Working team - Consolidated
interview feedback and devised
workshop for setting strategy
direction
(6) Execution and Benefit
Realization
IM Strategy
Value
Proposition
(4) Impact and Opportunity
Assessment
(5) Strategy Development
Delivery - IM Capabilities
and Business Initiatives Roadmap, Value and
Investment
EIM & IT
Strategy
IM Capability
Identification
Principles and
Best Practices
IM Initiative
Identification
Strategy - Working team develop
strategy and roadmap considering nearterm and long-term business needs.
20
Workshop - Key
stakeholders and project
team introduced IM,
validated challenges and
prioritized business needs
Delivering Business Value – Picking the Right Spots
Business
Challenges
Business IM
Capabilities
Insufficient
SME’s &
Metadata
Questionable
Integrity
Information Stewardship
IM Value
Areas
Information
Stewardship
Program
21
Information
Ownership
Information
Sharing
Information
Gaps
Insufficient
Granularity
Information
Aligned to
Business
Objectives
Business Definitions
and Rules
Management
Information
Needs
Management
Insufficient
Flexibility
Inefficiency
Information Needs Alignment
Information
Understanding and
Integrity
1-3 Years
3-5 Years
Diffused
Information
Information Use Proficiency
Strategy and
Solution Aligned
to Business
Information
Needs
Business
Drivers and
Metrics Mgmt
Information
Management
Architecture
Disparate
Sources
Information
Management
Discipline
Information
Profile
Management
Metadata
Management
Information
Quality
Management
Information
Delivery
Information
Technology
Management
Where to Start - IM Governance
Governance Objectives
1.
2.
3.
Information Steering Council
Establish accountabilities
and mandate for setting IM
governance levels.
Ensure existing policies and
standards reflect Information
Management governance
needs.
Enhance existing processes
to monitor, measure and
report adherence to policy
and delivery expected value
information management.
Chief Information Steward (Chair)
EIM Architect (Facilitator)
Business Unit Leaders
Chief Enterprise Architect
Information Stewardship Group
Coordinating Information Stewards
Chief Information Steward (Chair)
EIM Architect (Facilitator)
Data Architects
Business Unit Steward Teams
Coordinating Information Steward (Chair)
Data Architect (facilitator)
Business SME
EIM Program
• Facilitated by Enterprise Architecture (EA)
• Provides overall Information Management (IM)
Capability consulting, monitoring, tracking,
reporting
• Oversees alignment to Enterprise Information
Management (EIM) Strategy
22
Built out as
required to
support
Stewardship
Governance Drivers
• Scope - Number of
stewards and subject areas
involved
• Complexity – Number of
different systems, project or
groups impacted.
• Risk - Degree of impact of
decisions
• Cost - Effectiveness of
decisions made at the
stewardship level.
Lessons Learned – Good, Bad and Ugly
 Sponsorship – Need both business and IT executive champions
 Business engagement – Needs to be a priority with on-going
engagement of business management / subject matter experts
 Sustainability – Needs to be considered a program, introducing a
series of organizational capabilities, not just a project
 Investment – Involves investment in people, processes and
technology within business and IT.
 Culture – Information Management is a journey which will require
changes in how people work and think, therefore, it will take time
 Community – Leverage the strengths and knowledge of the internal
teams by connecting common IM needs and challenges, facilitated
through collaborative, social networking environments.
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Mark O’Gorman
Director, Data Management, Global Technology Office
Manulife Financial
mark_o’gorman@manulife.com
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