As a result of mergers and acquisitions, one of our clients, a travel company, had acquired many disparate legacy systems and data warehouses.
The client had a number of legacy data warehouse systems that were limited in scope, expensive to run, complex and cumbersome.
Developers were taking far too long to develop simple reports or add new data sets – and as a result, unresponsive to business needs. The architecture made it unaffordable to add new functionality needed by the business to keep up with the competition.
We started our client on a process of modernisation and consolidation of their data warehouse service. We helped the client:
The Data Vault 2.0 approach was proven.
Skills were developed.
Our client established an effective in-house development capability ready to develop and support the new data warehouse system.
Our financial services client had undergone rapid growth across multiple countries and faced growing technology constraints due to technical debt and inefficiency from a diverging code base. Following a successful proof of concept using Data Vault 2.0, our client wanted to extend the solution to underpin its product strategy and generate new revenue opportunities.
While the prototype developed a certain level of expertise in the development team, the business recognised that it did not have the in-house skills and experience needed to architect and develop a larger, enterprise level solution.
Our consultants worked alongside the client team to help realise the larger-scale vision:
Creating a new cloud-based Data Vault 2.0 solution allowed the client to start the process of decommissioning expensive legacy software.
Coaching delivered improved productivity, agility and a significantly stronger in-house capability. The team has been able to apply continuous integration and deployment techniques, such as automated testing, treating the data warehouse as an object and blue/green deployment.
New products and revenue streams were enabled, and the data set was used for machine learning and deep learning to provide management insight.
A retail and financial services organisation was aiming to transform its business by developing new and improved capabilities that could underpin delivery of its strategic growth goals. The organisation has a large and complex business and the transformation was a challenging and difficult process.
The client had a myriad of operational data issues that were obstructing the business transformation programme.
Data management needed to improve across the organisation in order to address business inefficiencies and resolve fragmented data ownership.
An Information Governance structure was put in place to improve management scrutiny and focus attention on data issues. We helped the client:
The organisation started on a long-term process of improving data governance.
New management mechanisms resulted in greater clarity about the data that was being held.
Enhanced processes addressed several pressing issues immediately, and initiatives were introduced to resolve them.
Our client, a Central Government Department, needed to improve outcomes by encouraging thousands of front-line delivery organisations, no matter whether Central Government, Local Government, voluntary or private sector, to share information so they could better coordinate and meet the needs of individuals who needed support.
The existing culture did not encourage data sharing or collaboration. This led to fragmented, partially informed, uncoordinated and often ineffective support for individuals. Many professionals had codes of conduct that strongly discouraged sharing information on privacy grounds. Our client was undertaking a multi-stakeholder process to encourage more collaboration and sharing, with the interests of individuals and their need to receive an effective service at the heart of the solution.
Collaboration means coordination and information sharing. Individuals involved in delivery, many of whom were time poor with large case-loads, needed to know who to contact.
The challenge was to put controls in place to manage security and privacy risks across organisations without compromising participating organisations’ and professionals’ processes and practices.
The controls needed to be designed by Central Government as there were too many stakeholders involved in delivery and there was a need for legislation to clarify principles and responsibilities so that professional standards could change.
We developed an Information Governance structure that provided a system-wide approach for effective data access in order to underpin collaboration. We helped the client:
A new Data Governance framework was designed which included secure authentication, supervised access rights, policies and procedures that balanced the risk with the need to access data.
Benefits included assurance to senior officials that sensitive data was being effectively managed and safeguarded.
Our client, a government owned organisation, is responsible for the delivery of operations to support government policy.
The customer needed to respond to a new government policy initiative that required significant volumes of data to be analysed and collated
The client found that their legacy Data Warehouse was not able to support the new policy initiative as its existing system was too inflexible and expensive to be changed.
The in-house team were accustomed to using traditional waterfall development methods. Management wanted to evolve to an agile delivery approach to improve responsiveness to frequently changing policy needs. We helped the customer by:
Under pressure from tight timescales, the customer was able to get moving with the development quickly.
The incremental build technique allowed them to test aspects of the solution very early in the process and key skills were developed in-house to take the system forward.
Our client is an organisation operating a loyalty programme handling large amounts of personal and sensitive data.
The customer wanted to improve the management of data within the organisation and to have a gold standard of data protection regulation built around GDPR.
The customer faced tight deadlines for achieving GDPR compliance but there was no common understanding across the organisation on techniques and activities to get compliance in place on time.
Moreover, the client wanted to ensure that the best practices for data protection and governance were embedded into their organisation by introducing new roles for data ownership and stewardship.
We developed and conducted tailored courses for multi-disciplinary teams on the subject of Data Stewardship and Data Ownership, including information on these roles supported the practical implementation of GDPR compliance.
The course participants gave the course excellent feedback with 100% saying they believed the course was relevant to their role.
The GDPR implementation team was able to build awareness across the organisation as a key part of their implementation project.