How many times a day do we hear or read the word “data”? Then it is changed for “information” to avoid being used too often. If we adopt the proposition that “All information is data but not all data is information”; what does a business need to do with either or both?

The problem is that the processing of data to information is left to either the computer or an army of analysts or management reporters. Losing touch with that processing reduces understanding of the delivered result's meaning and the confidence in it.

There is a new phrase on the block of “Data driven” which means according to Wikipedia “that progress in an activity is compelled by data, rather than by intuition or personal experience” or is it just jargon for making decisions and taking actions based on insights identified and derived information from data.

I hope this is not a new strategy for a business although maybe it does need more emphasis and management attention. That attention doesn’t mean more technology until the organisation really knows what it needs. The technology is there to support and do the repetitive parts but it is only as good as the data it is processing. It does mean clearly understanding what data is available and ensuring it is “right”. This is where the data management aspect comes in.

Whose job is it to look after data in your organisation; IT, “the department”, Sharon who is the system owner? They all know different bits about the system, how the data is created, used and what the various fields and forms mean.

So is this accountability and or responsibility for "looking after" and does it really mean managing? Probably not, and an organisation may be a customer in one system, a supplier in another and a debtor in a third but with multiple data entry and definitions.

Looking after must be about ensuring it all joins up, is kept up to date, is available for the operational processes and the reporting and analysis; as well as being understandable, right and not taking major effort to use and maintain. It requires a human touch not just more software. The “I” has been a qualifier in IT, which has become just Technology or Tech in the digital age, but now needs the attention to deliver real benefit for the organisation

A lot is made of “transparency” as a way of ensuring people know what is going on through shared and accessible information. This can come up against a “knowledge is power” attitude that drives a silo mentality for functions or systems where people need to work hard to understand what information is where and how it can be used. A balance has to be achieved through a designed approach that identifies the benefits of transparency within the constraints of security, confidentiality and costs.

So the data and information is a resource that is used throughout any organisation and yet unlike money or humans it doesn’t have a function tasked with looking after it. While the technologists are storing it, processing it, moving it and displaying it; the value of information is in its creation, sharing and application by everyone.

Data needs to be designed, planned and controlled in a similar way to the technology to maximise its information value. This function though needs to reflect all those involved with the data including the technologists and contain people with their different specialisms.

The information management function or Centre of Excellence is needed to ensure that the right information is available for management and operations, that it is efficiently processed, derived from quality data and the users understand it and its importance to both them and others. The right information comes from the right data and context.

As the organisation and its demands change the data will have to as well. The function is needed to break down the silos and build the bridge between business functions and IT while ensuring the quality and efficient use of data. A key part of which is to take some of the load off technologists and provide consistent repeatable standards for data.

Good information doesn’t come to those that wait. There is a need for proactive involvement preferably across the organisation to maximise the value of data in its delivery as information to all users when it is needed. Data and information are everyone’s business but it needs a specialist team to help.

Nic Jefferis has over 30 years experience in business and information management as consultant and implementer.  He can be contacted by email nic.jefferis@equillian.com or via the web site www.equillian.com