Defining demands to generate the strategy
We define the issues and demands around the data to develop the data strategy beyond the purely technology context and align the organization, processes, and business intelligence (BI) tools.
Creating value from the data generated by your business based on a governance agenda that makes your legacy data fully usable.
By taking control of your data, you can accelerate decision processes while delivering relevant, high value-add reporting based on quality data.
The tunnel effect inherent in rollout projects in complex networks can be reduced by combining industrialization, anticipation and a "military"-style organization. Rigorously applying this method can correct any path deviations.
We define the issues and demands around the data to develop the data strategy beyond the purely technology context and align the organization, processes, and business intelligence (BI) tools.
We identify the benchmarks used and the quality of the existing data. We then measure the deviation between strategy-driven ambitions and the maturity gap that has been evaluated.
We establish the roles and responsibilities of data governance by defining the data policies, processes and indicators that need to be implemented.
We introduce governance that can dynamize the company's data policies and communicate and underscore the importance of the value implicit in quality data.
A franchisor’s HQ was able to challenge its network with respect to management costs by implementing an end-to-end certification of incoming data quality.
Following an evaluation of its data assets, the company mapped all critical flows with a BPM tool to identify all management benchmarks and rules. This made it possible to control data, critical applications and downtime more effectively.
When a digital team joined the business, a new governance approach was needed backed by new benchmarks.
EGGERS Conseil
2 Allée Haute du Village Anglais
92150 Suresnes