25 min
CDO Matters Ep. 06 | The Value of Understanding Business Processes with John Moran CDO Matters Podcast
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- Business
In this episode of CDO Matters, Malcolm interviews John Moran, the Director of Enterprise Data Governance with Thermo Fisher Scientific — a $40BB publicly traded manufacturing and services company providing innovative products and solutions to research scientists around the globe. In his role, John is responsible for establishing and maintaining enterprise-wide data policies, standards and processes across domains, supporting customers and products in some of the most complex and regulated industries on the globe.
Throughout their conversation, Malcolm digs into how John’s team has helped create a culture of data governance at Thermo Fisher, turning a potential obstacle into a value-add for their business. Through the efforts of the data governance team, Thermo Fisher has developed a culture of data governance as a business enabler and not just a regulatory requirement. Even with a complex and fragmented environment of over 100 ERPs and other core business systems, John’s team delivers data governance value through a focus on three key pillars:
- Listening to customer needs and speaking the language of the business
- Focusing only on data that matters and prioritizing governance efforts only on that data that will move the needle for the business.
- Engaging in business process analysis, where those responsible and accountable for data governance policies have an intimate understanding of how end consumers (not just internal customers/stakeholders) use data, and how policy changes have downstream impacts.
In other words, Thermo Fisher takes a “data as a product” approach to data governance to differentiate themselves from the competing product management companies. This is most certainly a valuable lesson for CDOs who are considering more product-centric approaches to managing their data — regardless of if they plan on monetizing data or not.
Another key takeaway for CDOs is the benefits Thermo Fisher has realized through effective prioritization of data governance efforts — which are a function of better listening, a deep understanding of how data drives business value and a focus on process analysis. In our near 30-minute conversation, John never uses the word “domain” to describe how they prioritize their understanding of business value — a key lesson for any CDO wanting to more closely align with their business instead of their data.
In this episode of CDO Matters, Malcolm interviews John Moran, the Director of Enterprise Data Governance with Thermo Fisher Scientific — a $40BB publicly traded manufacturing and services company providing innovative products and solutions to research scientists around the globe. In his role, John is responsible for establishing and maintaining enterprise-wide data policies, standards and processes across domains, supporting customers and products in some of the most complex and regulated industries on the globe.
Throughout their conversation, Malcolm digs into how John’s team has helped create a culture of data governance at Thermo Fisher, turning a potential obstacle into a value-add for their business. Through the efforts of the data governance team, Thermo Fisher has developed a culture of data governance as a business enabler and not just a regulatory requirement. Even with a complex and fragmented environment of over 100 ERPs and other core business systems, John’s team delivers data governance value through a focus on three key pillars:
- Listening to customer needs and speaking the language of the business
- Focusing only on data that matters and prioritizing governance efforts only on that data that will move the needle for the business.
- Engaging in business process analysis, where those responsible and accountable for data governance policies have an intimate understanding of how end consumers (not just internal customers/stakeholders) use data, and how policy changes have downstream impacts.
In other words, Thermo Fisher takes a “data as a product” approach to data governance to differentiate themselves from the competing product management companies. This is most certainly a valuable lesson for CDOs who are considering more product-centric approaches to managing their data — regardless of if they plan on monetizing data or not.
Another key takeaway for CDOs is the benefits Thermo Fisher has realized through effective prioritization of data governance efforts — which are a function of better listening, a deep understanding of how data drives business value and a focus on process analysis. In our near 30-minute conversation, John never uses the word “domain” to describe how they prioritize their understanding of business value — a key lesson for any CDO wanting to more closely align with their business instead of their data.
25 min