[Video] 3 Approaches to Information Governance & 1 Unique Methodology

In this interview, President and CEO Will Crump explains the three ways organizations approach data decisions and how DATUM uses a unique methodology for establishing an information governance program. 

What makes DATUM’s methodology different from other information governance solutions companies?

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SEAL Team 6 Can’t Shoot and Clean Data Don’t Lie

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Blasphemous!  With everything that has ever been written, every movie that’s been made and, of course, every action that these brave operators have accomplished, how could anyone even hint at the notion that this group can’t shoot?  These are fighting words for sure.  Shooting, of course, is the most mission essential skill necessary for success in the tactical arena.  At the end of the day, if you can’t put steel on target, well, it doesn’t bode well for future “and there we were” stories.

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Black Hawk Down: What a Bad Plan Taught Me about Data Governance

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How often do you hear this one? “Man, THAT was dumb. How could you let that happen?” It is usually not said with malice, but more often than not, its code for “I would NEVER have let that happen you tiny, pipsqueak of a lemming.” I hate it with a passion.  Every time I hear it is like a punch to the kidney.

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Three and a Half Leadership Traits All Great Data Leaders Have

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This notion of the “Data Leader” is an interesting proposition no matter how you slice it. Clearly by definition, we are referring to the person responsible for providing task, purpose, motivation and direction to all of those who eat, sleep, and breathe data management, information governance and anything else loosely associated with the governance of all the stuff we collect along our enterprise highways. What makes this particular leader any different than a leader in finance, or medicine, dog catching, or even the military?

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Data Management Organization Leadership: When to Say ‘Yes’ to ‘No’

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I have a theory that the guy who invented the term “constructive criticism” was never told that his plan sucked. “I was only giving constructive criticism.” Whenever that phrase is volunteered, a mysterious green light for unfiltered commentary begins. In my experience, “constructive criticism” is usually neither that constructive nor helpful.

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Chief Data Officer Resolutions: Trustworthy Data & Washboard Abs

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When the clock strikes midnight on January 1st, the ball drops in Times Square and celebrations of champagne, fireworks, and singing ensue. Many of us also pause and reflect on the past year’s successes and challenges, partaking in the ritual of 'New Year’s Resolutions'.

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A Data Leader Needs 'Likership'

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I was passing through Kuwait on my way to Iraq a few years ago when I noticed a message for incoming troops stenciled on a concrete barrier. The serpentine placement of the obstacles forced traffic to a very slow crawl, which allowed incoming soldiers the opportunity to soak in the information. In bold letters someone painted the phrase “We need leadership, not likership.” I have never forgotten those words. I keep them in a special notebook called “Well intended but stupid ideas”.

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The CDO's Guide to Data Governance Maturity Models

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So what’s the big deal with Maturity Models for Data Governance and why should the Chief Data Officer (CDO) care? Our friends at Gartner have recently pointed out that in some cases, a Maturity Model is only a consulting tool primarily used for selling services. They are correct! Some services organizations rely on selling fear, uncertainty, and doubt and do use a cliched maturity model to do so.

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Data Leadership: Performing During Strategic Shock

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Unpredictable, indiscriminate, and ubiquitous, these are the three characteristics of Strategic Shock as described by the chairman of a UK based consulting firm during a business strategy presentation I attended at the British Embassy in DC. It was quite remarkable to hear the theory describing what happens after a catastrophic event. Although several dramatic geo-political events were used to illustrate, it was very apparent that this was a universal theory… bad things happen with no warning; no time for pinning the tail of responsibility on someone, no time to have a very cozy course of action analysis planning session. In the aftermath of one of these events someone needs to take action, someone needs to make a decision; someone needs to make someone do something.

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A Clear Sign You Need a Chief Data Officer

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As an Information Management professional it can often be difficult explaining to friends, family or even just the random person at a cocktail party asking “what do you do for a living?” Personally, I have tried everything from a very simple explanation to the more in-depth version focusing on the business effects and relations that are impacted by data and information management.

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