This document summarizes a presentation given by William Belding from Capgemini about implementing an information insights strategy for a very large manufacturer ($50B+ revenue) that was struggling with digital transformation. The company had disparate data and analytics teams with limited success. Capgemini assessed the situation and designed an execution framework around information governance, analytics governance and data management to establish a holistic strategy. They are taking an agile approach to prioritize opportunities identified by governance councils and deliver value in cross-functional sprints. The goal is to optimize processes, rationalize information use, measure results and enable continuous digital business transformation.

1. CWIN San Francisco
Dec 7, 2107
William Belding, Capgemini NA Insights & Data
Innovation through Insights

2. 2© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
• Very Large Manufacturer ( > $50B Revenue)
• Recently combined multiple legacy business units with goal to accelerate growth in
revenue
• Struggling to find their digital identity, which can be a key to growth
• Complex organization designed around P&L silos, highly political
• Disparate pockets of BI/analytics/data science with limited success, many versions of
the truth, manual aggregation, barriers to information sharing
• Tried and failed many times to introduce data governance
What We Started With…
The Challenge: How can we leverage a holistic Information Insights strategy
to free the energies of the company and enable digital transformation?

3. 3© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
We Assessed the Situation and Found Opportunities
Modeling
Provisioning
Information
Catalog
Business
Rules
“Good”
Data
Sources
Data
Governance
Analytics
Governance
Adoption
towards
standard
platform
InsightsData
Quality
Raw
Data
Sources
Data
Science
Team
Use
Case
Demand
Business
Aware-
ness
Governance
Capabilities
6-9 Months 9-18 Months 18-24 Months 24+ Months
Site 1
Site 4
Site 3
Site 1
Remaining
Site 10
Establish
Strategic
Gov
Site 9
Site 7
Site 6
Site 5
Site 8The “Cookie
Cutter” is used
to establish
Council and
each Local
Group
Master Data
Management
Analytics
Governance
New Org
Online
Enterprise
IT
Integration
Managed
Metadata
Microservices
Solution
Deployment
1
System A
Launch
ERP Go
Live
Other
TBD
Waves
Real Time /
Prescriptive
DWH
Alignment
Operational
Information
Management
Digital Supply
Chain
Monetization
Enterprise
Alignment
Site 2
Solution
Deployment
2
Solution
Deployment
3
Implementation Plan
Initiative Priorities
& Dependencies
InputsOutputs
Stakeholder
Interviews
Decision
Support Reports
Process DocumentationArchitecture
Documentation
Needs of
the Business
12 %
47 %
41 %
Informational
Logs
Error
Logs
Warning
Logs
151 MB
130 MB
38 MB
Large volume of
information logs
prevent events
from being sent
to MLIF database
in a timely
manner. Impacts
troubleshooting
efficiency.
Statistics are based upon provided Application event logs which
are sent to MLIF database
Needs Analysis
Quick Hits & Tactical
Improvements
Transformation
Roadmap
Management & Control (Business Intelligence)Customer Information Mgmt
Customer
Information Maintenance
Customer Servicing
Policy Data
Capture
Quote
Inquiry
Actionable Insight
Business Integration
3rd Party Interaction
Operations
Business Activity
Monitoring
Operational
Statistics
Report
Production
Report Development
Channels (Exclusive Agents, Independent Agents, Direct, Affinity) External Business Relationships
Policy Life-Cycle ManagementRegulatory Compliance
Statutory Reporting
Product & Policy
Audit
Audit Repository
Underwriting
Policy Validation
Rating
Execution
Policy Storage
& Retrieval
Policy
Updates
Document
Production
Policy
Issuance
Product Development &
Maintenance
Rate Development &
Maintenance /
Rate Algorithm Dev
Policy Editing &
Validation Rules
Underwriting Rules /
Exceptions
(Reg & Comp)
Forms
Management
Regulatory
Approval Management
Actuarial
Support
Bill Issuance & Payment Collection Claims / Benefits Disbursement
Marketing & Sales Support
Distribution
Channel Management
Marketing &
Sales Support
Notification &
Intake
Fraud Identification
& Investigation
Policy &
Coverage Verification
Product & Bus.
Rules Management
Settlement
Loss Cost
Management
Recovery
Loss Estimation
Payment Plan
Development
Bill Calculation
and Summarization
Cash
Disbursement
Bill Format &
Production
Payment
Collection & Application
Commission
Calculation and
Summarization
Inspection &
Audit
Tier
Placement
CAT Exposure
Management
Case
Review
Underwriting
Rule Execution
Scheduled
Activity
CAT Exposure
Development Mgmt
CLS
CLS
CLS
Documerge
eAgent/
WAG
CLS
CLS
CLS
CRN/FACT(noworkcomp)
CLS
CLS
CLS
Docu-
merge
WAG
FieldData
MIS
MIS
CLS
CLS
iAccess
Std
Billing
SQL,SASReport
ACE
ACS
CLS
EASYPAY/StdBillingEASYPAY/StdBilling
Actuarial
Work-
station
CLS
SAS
Excel
TruckandWorkComp
Mainfiles
WCS
BI
BI
AUI
BI
Pred
Model
AUI
BI
AUI
AUI
AUI
BI
NewBillingSystem
AUI
AUIBI
ServicePoint
AUI
eCMS-C
BI
Pred
Model
AION
AUI
Target Environment
Definition
RequirementsDefinition
• Initial
infrastructure
element
events,
thresholds and
responses
identified
TechnologyOrganization & Governance
H1 2008End of CY 2007 H2 2008 H1 2009
• ING Access
E2E
monitoring
requirement
s defined
(tools,
events,
thresholds,
responses,
people)
• Enterprise correlation
engine implemented
• Governance process for managing tool
portfolio implemented
• E2E Support Team
Established
• E2E Manager
Hired/Appointed
• Command Center
Operational for E2E Run
• E2E monitoring requirements
defined for top 20 apps (tools,
events, thresholds,
responses, people)
• Interim tool standards defined
• Domain-level
correlation
implemented
• E2E tool portfolio
rationalized
• OLA requirements and
3rd
party implications
defined
• Tower and app team
accountability established for
E2E (interim OLA definitions)
• End User monitoring
implemented
• Execution of E2E plan,
build and run processes
(people, process &
technology)
• Processes
updated to map to
new E2E tool suite
• Procedures
and templates
for E2E
requirements
gathering
developed
• Correlation relationship
definitions for top 20 apps
defined (including Top 5 apps)
• E2E requirements
and standards
refreshed to align
with tool portfolio
• E2E integrated into
security & risk review
process
• E2E controls
established in PAR
• E2E activities
integrated with
SDLC
• Wave deployment
of 20 apps into
E2E tools & plan
for future apps in
2009
• E2E design, build and
test checkpoints
established for all new
projects
• Decide on and purchase
new E2E tool suite
• Implement E2E
tool (HW & SW)
• Org training & communications
plan defined
• E2E tool suite training developed
& initiated
• Procedures
for creating
and
maintaining
inventory of
monitored
events,
thresholds
and threshold
responses
• Create a
repository
for
monitored
events,
thresholds
and
threshold
responses
• E2E activities integrated
with existing Service
Mgmt processes
• E2E integrated
with future
state Svc Mgt
processes
ProcessDevelopment
Process Integration
• Top 5 Apps Deployed on
E2E (interim state)
H2 2009
Governance Model
Realign OOMC
controller reporting
relationship
Define financial and
operating reporting
requirements to identify
data requirements
Define & implement data
ownership structure
Complete data map
Define process control
mechanisms and
accountabilities
Implement process
control mechanisms
Implement standardized reporting
Identify process
improvement projects
Ongoing continuous
improvement
Create and source
OOMC performance
management role
Assign accountabilities
for control & diagnostic
metrics for FA processes
Identify required control &
diagnostic metrics for FA
processes
Define strategic
process/product metric
model
Define strategic
process/ product
metrics
Assign accountabilities
for process / product
metrics
Define baseline and
target metrics for FA
processes
Define OOMC finance
competency model
Establish 360° review
process, policies, and
questionnaire.
Conduct 360° review of
OOMC finance
employees and
complete gap analysis
Define talent
acquisition/development
strategies
Define career path
options & succession
planning
Create and communicate
a targeted development
plan for each employee
Design individual
performance
measurement model
Implement individual
performance
management model
within Finance
Define joint HRB and
OOMC Forecasting &
Budgeting
Requirements and
identify data
requirements
Design supporting
process
Implement manual
process fixes where
feasible
Hyperion Implementation
Assign performance
metrics
Financial
Accounting
Control
Infrastructure
Performance
Management
Talent
Development
Budgeting &
Forecasting
30 Days* 9 Months*180 Days*90 Days* One Year*
STRUCTURE AND STABILIZE OPERATIONALIZE AND STANDARDIZE CONTINOUS IMPROVEMENT
Business Value
Typical Customer
before Implementation
Phase II: Future State
Definition
Phase III: Blueprint &
Roadmap
Phase I: Current State
Assessment
Level 3 Workflow Processes are Elaborated into Auditable Level 4 Input
/Output Controls & Deliverables
Auditable Process /Artifact LocationOutput
(Artifacts)
ProcessInput
(Artifacts)
Auditable Process /Artifact LocationOutput
(Artifacts)
ProcessInput
(Artifacts)
H2.2.1 Prepare
& Send Offer
Letter Package
(including
Trading Policy
Sign-off)
Accepts Offer
Letter and
Trading Policy
Sign-Off
Level 3: Securities Trading Compliance Sub-Process; Manage Policies & Procedures Process Owner: Joseph Alotto (Compliance)
Brokerage
/IT
Internal
Audit
LOBMgrCompliance
NewHire
Candidate
/Employee
Human
Resources
H2.2 Recruit & Hire Employees C4.1 Execute P&P Comm Plan C4.2 Execute P&P Train Plan C4.3 Certify Empl Compliance C4.4 Monitor P&P Compliance
C4.5 Resolve P&P Non-Compl
H3.1 Manage Employees
C4.6 Audit P&P
And Compliance
H2.2.1 Prepare
& Send Offer
Letter Package
(including
Trading Policy
Sign-off)
H2.2.2 HR
Revokes
Offer Letter
Accepts Offer
Letter and
Trading Policy
Sign-Off
NO
C4.2.1 Completes
Compliance Training
Module (LRN):
Security Trading
Policy
YES
C4.3.2
Provides
required
Securities
Holdings
disclosures
C4.1.1 Communicate
Policy & Procedures
to Employee
C4.3.1 Provides
Securities Holding
and Brokerage
Account Disclosure
plus Duplicate
Statements
Confirmation Form to
Employee
C4.3.3 Brokerage
Companies
Notified to include
Employee
Records for
Dataware feed
YES
YES
C4.3.4
Employee
Holdings
review shows
Compliance
with P&P
C4.3.5 Employee
is /remains
Compliant Certified
YES
Meet with
Employee
NO
Compliance
Requirements
Received from
Employee
YES
Report Non-
Compliance for
HR Action
NO
Legal Counsel
Advise + HR
Action
(Transfer /
Dismiss
Employee)
Employee
remediates
Conflict of
Interest
NO
LOB Mgr.
directs
remediation
action to
employee
and informs
Compliance
YES
NO
Conducts Trade
with Brokerage
Companies
C1:
Monitor Business &
Regulatory
Environments
C0:Regulatory
Requirements
To
Strategic
Differentiation
Regulatory
Requirements
Strategic
Differentiation
C2:
Develop /Update
Policies &
Procedures
and Policy Mgmt
Controls
C3:
Implement Policies
& Procedures and
Policy Mgmt
Controls
C4:
Manage Policies &
Procedures
C5:
Turn Policies into
Strategic
Differentiators
Meets with
Employee to
resolve
action
Employee
remediates
Conflict of
Interest
YES
NO
Conflict
Resolved
1
1
Nightly
Dataware
Feed
From
Brokerage to
Moody’s
Periodically
Audit
Employee
Compliance
Periodically
Audit Policy &
Procedure,
and Controls
Periodically
Audit Policy
& Procedure
Institutionaliz
ation
C4.3.1 Provides
Securities Holding
and Brokerage
Account Disclosure
plus Duplicate
Statements
Confirmation Form to
Employee
C4.3.2
Provides
required
Securities
Holdings
disclosures
Offer
Letter
Trading
Policy
Sign-Off
Offer
Letter
Trading
Policy
Sign-Off
Validate
Employee
Record in
PeopleSoft HR
& Employee Folder
PeopleSoft
HR
407 Letter
Accounts
Report
Owner: HR
Holdings
Report
407 Letter
Accounts
Report
Holdings
Report
Validate “disclosure”
Reports in HR
Employee File and /against
Brokerage Holdings data
In Dataware Reports
Owner: Compliance
Dataware
HR
Employee
File
YES
HR
Employee
File
Nightly
Dataware
Feed
From
Brokerage to
Moody’s
C4.3.4
Employee
Holdings
review shows
Compliance
with P&P
Owner: HR Owner: HR Owner: HR
Owner: ComplianceOwner: ComplianceOwner: Compliance
Holdings Non-
Compliance
Report
Compliance
Employee
File
Owner: ComplianceOwner: LOB MgrOwner: LOB MgrOwner: Brokerage /IT
Capgemini’s Intelligent Enterprise Assessment
Key Pain Points and Value Inhibitors
Capability Roadmap

4. 4© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
We Introduced the End to End Information Supply Chain
as a Value Concept
Ingest Cleanse Store Model Visualize Publish
Receive
Batch
Inspect
Putaway
Pick &
Assemble
Pack Ship
Traditional Business: Material Supply Chain
Digital Business: Information Supply Chain
Inbound
Quality
Management
Demand
Management
Provisioning
Related
Source
Management
Information Governance Analytics Governance

5. 5© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
• Business Architecture Focus
• People->Process->Information->Tools
• Scalable & Stackable
We Designed an Execution Framework
Information
Governance
Analytics
Governance
Data
Management
Governs
Informs
Analytics
Platform
Governs
Informs
Manage Information Policies
Manage Information Models
Manage Information Rules
Manage Data Quality
Other Data Management
Functions
Manage Analytics Demand
Manage Information
Provisioning
Manage Analytics Policies
Manage Analytics Standards
Other Analytics Functions
In Scope Processes
Out of Scope ProcessesGovernance
Organization
Execution
Framework
(Cadence)
Goals & KPIs
From DAMA International
From TOGAF

6. 6© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
We are Leveraging an Agile Approach to Deliver Value
Strategic Governance Council Support
Region 1 Governance Council
Region 2 Governance Council
New (TBD) Governance Councils
Communication Plan
BI / Analytics
Data Quality
Master Data Management
Information Model Management
Metadata Management
Other (e.g. Microservices)
Product
Backlog
Sprint Sprint Sprint
• Defined activities exist
for each Governance
Council
• Prioritized opportunities
identified by Councils
are delivered in cross-
functional sprints
• A defined
Communication Plan for
awareness and value
sharing

7. 7© Capgemini 2017. All rights reserved |Presentation Title | Author | Date
• Document business processes and
the information objects used by them
• Optimize the processes, rationalize
the information use
• Govern the process and information
models
• Identify differentiators
• Redefine functional components as
units of business services
• Automate low value/repetitive tasks
• Measure results
• Lather, Rinse, Repeat
• Become Digital
Our Approach Enables Digital Business Transformation
KPI
Business
Role
Process
Step
Business
Informatio
n
Business process steps to realize scenario
Specific Performance metrics the business process will affect
Business Role that will be performing the business process
steps
Information thatis used or created by the business process
PO Approval
Cycle Time
Requisition
Cycle Time
KPI
KPI
KPI CatalogProcess Flow Model
Asset
Manager
Order
Manager
Business
Role
Business
Role
Role Catalog
For illustrative purposes
only
Business
Scenarios
Procurement Execution
Process
Structure
Create
Purchase
Request
Create
Purchase
Order
Approve
Purchase
Order
Purchase
Order
Purchase
Request
Sales
Order
Information Catalog

8. A global leader in consulting, technology services and digital transformation,
Capgemini is at the forefront of innovation to address the entire breadth of clients’
opportunities in the evolving world of cloud, digital and platforms. Building on its
strong 50-year heritage and deep industry-specific expertise, Capgemini enables
organizations to realize their business ambitions through an array of services from
strategy to operations. Capgemini is driven by the conviction that the business
value of technology comes from and through people. It is a multicultural company
of 200,000 team members in over 40 countries. The Group reported 2016 global
revenues of EUR 12.5 billion.
About Capgemini
Learn more about us at
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