Banking · Case study
Clarifying who owns data across a bank.
A bank redesigned its data-management responsibilities and defined a practical path to a more mature operating model.
Client context
The business context.
A bank was undertaking a major technology renewal when concerns about its data-management model became more pressing. Earlier initiatives had largely responded to regulatory requirements, leaving responsibilities distributed across the organization.
The bank lacked an integrated view of its data-management functions and an agreed organizational model. Management needed to determine the right scope, responsibilities and organizational position for a data-management unit, while distinguishing immediate needs from longer-term maturity.
The work
How the engagement was delivered.
Map the responsibilities
Analyzed the existing data-management functions and organized their responsibilities into a common framework.
Compare organizational options
Used international benchmarks and different levels of data-management maturity to assess alternative models and their organizational fit.
Define the transition
Recommended a near-term model for the data-management unit and an evolution path toward the longer-term organization, specifying scope and functions.
What changed
A defined model and a route to greater maturity.
The engagement gave management a set of organizational options, a recommended starting model and a longer-term development path. The result was a design and transition recommendation for data management, providing a basis for subsequent implementation decisions.
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