Data Strategy


With the right strategy, data assets can accel­er­ate the real­iz­a­tion of busi­ness goals and gen­er­ate busi­ness value them­selves. Value is cre­ated through improve­ments in decision mak­ing, optim­iz­a­tion and auto­ma­tion in oper­a­tions, and data monetization. 

Descrip­tion


With the right strategy, data assets can accel­er­ate the real­iz­a­tion of busi­ness goals and gen­er­ate busi­ness value them­selves. Value is cre­ated through improve­ments in decision mak­ing, optim­iz­a­tion and auto­ma­tion in oper­a­tions, and data monetization. 

Ser­vices

In the focal point between IT and business




A data strategy aligns ana­lyt­ics, data gov­ernance, and inform­a­tion archi­tec­ture and refers to tools, pro­cesses, and rules for work­ing with busi­ness data. The strategy defines how data is to be man­aged, ana­lyzed or pro­cessed. The data strategy does not only refer to decision sup­port through sound data, but also includes com­pli­ance and secur­ity aspects. 

Com­pon­ents

Use data strategy to become a Data Driven Company


Develop a vis­ion for how Busi­ness Strategy, Busi­ness Oper­a­tions, Data Oper­a­tions, and Risk Man­age­ment lead to an improved Ana­lyt­ics architecture. 


Tar­get Oper­at­ing Model BI and Ana­lyt­ics Archi­tec­ture – This is the core of the strategy. A tar­get model is developed from an assess­ment of require­ments, best prac­tices, mar­ket trends, and organ­iz­a­tional matur­ity, and scen­arios are eval­u­ated that describe the path to the goal.

Pro­cesses – Data Strategy also addresses the optim­iz­a­tion of pro­cesses. Data should not only be avail­able for ana­lyses – it should also be obtained auto­mat­ic­ally and without sys­tem breaks. The poten­tial for this in the area of con­flict between legal require­ments, cus­tomer interests and trouble-free pro­cesses, must be determ­ined here.

Organ­iz­a­tion, cul­ture and roles - The data strategy is driven by the busi­ness strategy and the selec­ted oper­a­tional busi­ness model. But this must not become a one-way street. In order to derive bene­fits from data assets, it must also be clearly stated which pos­i­tions require change.

Advant­ages

Our main advant­ages


The part­ner­ships of saracus with innov­at­ive and mar­ket lead­ing soft­ware vendors in com­bin­a­tion with a broad base of cus­tomer pro­jects from 3 dec­ades res­ult in a com­pre­hens­ive expert­ise in data strategies in the Busi­ness Intel­li­gence and Data Ana­lyt­ics worlds with their drivers, best prac­tices and trends. saracus accom­pan­ies you in your change and brings coördin­ated tools for a strategy development.



Archi­tec­ture


Keep­ing an eye on the archi­tec­ture – We take a com­pre­hens­ive and object­ive look at your inform­a­tion and data archi­tec­ture and we develop a suit­able tar­get archi­tec­ture as well as the roadmap to get there. Where do you want to go? To the cloud, more AI, data engin­eer­ing, self-ser­vice BI with storytelling? Do you want to build a data lake or a data catalog? 


Scope


Together with you, syn­vert saracus determ­ines achiev­able and mean­ing­ful use cases, so that no pipe dreams are con­ceived. It is about set­ting the course in the right con­text, so that the use of new data and tech­no­lo­gies can later be lived and gen­er­ate value. To sup­port con­sult­ing, syn­vert saracus has cre­ated its own tools for the devel­op­ment, coördin­a­tion and doc­u­ment­a­tion of ana­lyt­ical use cases, which are used dur­ing strategy definition. 


Data Gov­ernance and Data Management


syn­vert saracus inter­prets data as assets that should bene­fit the entire com­pany. Data gov­ernance and the man­age­ment of data qual­ity, metadata, mas­ter and ref­er­ence data, inform­a­tion secur­ity, or con­tent and know­ledge man­age­ment inter­act with the data strategy. The syn­vert saracus Data Gov­ernance Frame­work provides struc­ture for these topics.


Change Man­age­ment


Actions on one side lead to impacts on the other. In most cases, data strategy is there­fore not just an IT issue and strategy con­sid­er­a­tions have to be broader! This involves change man­age­ment, com­mu­nic­a­tion, and per­haps the reor­gan­iz­a­tion of roles and respons­ib­il­it­ies. Or, as pre­vi­ously stated, it is also about optim­iz­ing pro­cesses. Organ­iz­a­tional change will also have to be out­lined in the object­ives and the strategy to achieve them. 

Tools

Our Tools




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