global data ownership

Global Data : 

Global Data Current Situation and Strategy Robert Hawker

Introduction : 

Introduction The purpose of this presentation is to provide an analysis of the Global Data team within EVO including Current areas of responsibility Strengths, Weaknesses, Opportunities and Threats for Global Data Areas which must be urgently addressed Key Opportunities

Current Responsibilities : 

Current Responsibilities

EVO Global Data – Current Responsibilities : 

EVO Global Data – Current Responsibilities The Global Data team covers the following key activities; Owns and defines the data definitions for SAP master data objects in EVO Which fields are visible in EVO Which fields are “misused” in EVO Business rules for fields Data standards Overall ownership of EVO data processes and policies Data governance framework Mass upload process (Vendors/Materials) Ownership of EVO MDM solutions for Vendors/Materials/Catalogues (incl VPC) Implementation/Enhancements Migration of data Support

EVO Global Data – Current Responsibilites (Cont) : 

EVO Global Data – Current Responsibilites (Cont) Ownership of implementation of changes to Vodafone Material Category Structure Process Governance Activities for Data Review of demands Support of implementation teams EVO CoE Activities for Data Review of demands Technical support of implementation teams, live markets and Representation of Global Data agenda with projects linked to EVO Sourcing 3TM and global terminals Network planning teams

Strengths, Weaknesses, Opportunities and Threats for Global Data : 

Strengths, Weaknesses, Opportunities and Threats for Global Data

Key Strengths : 

Key Strengths Externally recognised completeness of vision on MDM solutions for Vendors/Materials/SRM-MDM Catalogues Well established data governance process Established Data Review Board including local data owners and SSC Ownership of Supply Chain and Finance master data with strong control over field usage Strong team with good working knowledge both centrally and in VOCH Team lead role is a member of the EVO Operational Programme Board and can shape EVO strategy to be consistent with Global Data strategy

Key Weaknesses : 

Key Weaknesses Early data migrations brought poor data quality and duplications into EVO Lack of HR resource/expertise has led to loss of governance over HR data Insufficient coverage and mixed ownership of data policies Impacted by areas where EVO functionality is limited (e.g. Network planning) Data quality metrics and their impact on Vodafone not defined Global data strategy has not been reviewed since CBM establishment and is narrow in scope Considered an area requiring improvement due to “C-Grade” Audit report Central team is relatively small and has diverse responsibilities Proposed data quality review only covers identification of data issues, but would not provide timely resolution Process governance and CoE responsibilities held by Global data have not been formalised

Key Opportunities : 

Key Opportunities C-Grade audit recommendations provide Global data with evidence of the need for additional resources and budget As EVO rollout plan reaches completion migration of new data will slow down allowing a period of consolidation Increase in BI maturity in Vodafone – partnership between Data team and BI team could lead to increase in rate of BI improvement

Key Threats : 

Key Threats As BI maturity increases, data quality issues will be exposed to wider and more senior audience and reporting may not achieve objectives HR Roadmap functionality may not work as expected due to poor data quality in HR area and lack of enforcement of data definitions Key VF activities managed outside of EVO (Network planning, Terminals) can drive lack of adherence to policies and inconsistent treatment of data between OpCos as Legacy needs drive data structure Lack of global data team integration with new SSC in India could lead to diverse understanding and implementation of policies Other projects may make sub-optimal decisions from a data perspective if Global data team is unable to respond with appropriate speed Support partner is weak in the MDM area and presents a reputational risk to live EVO solutions

Areas to be Urgently Addressed : 

Areas to be Urgently Addressed Data quality issues Identification of data quality issues Planning of immediate response once issues are identified Definition of data quality metrics to allow measurement of improvement HR data issues: Global data lead should recruit additional headcount in HR data area to specifically identify risks to HR Roadmap and mitigate these Consistency and completeness of data policies Global data to own and re-publish all policies (some currently owned by VOCH) Global data to consider areas where policies do not exist (e.g. definition of legal duplications) Develop plan of improvement with support partner Clarify Global Data roles/responsibilities within EVO Budget for global data (including headcount) Formalise process governance/COE/Global data interaction

Key Opportunities : 

Key Opportunities Increase integration between BI team and Global data to: Identify existing data issues which are reducing BI reliability and work toward resolution Understand BI roadmap and dependencies and use this to target data quality improvements Consider increased integration between MDM and BI (potential reduction in number of interfaces to BI) Work with ERP rationalisation manager on EVO -> Legacy interfaces Help to identify the reasons for these interfaces and the continued existence of legacy systems Recommend to OPB appropriate actions (possible CBM network planning project)