Chaotic |
People and Culture |
Improving Quality |
Chief financial officer |
Financial |
Potential to be exposed to fines from regulators |
Chaotic |
People and Culture |
Improving Quality |
Chief operating officer |
Financial |
Poor decisions due to poor data quality |
Chaotic |
Process/Business Process |
Improving Quality |
Chief financial officer |
Financial |
System and process change estimates are very inaccurate |
Chaotic |
Data Activities and Operation |
Improving Quality |
Chief financial officer |
Financial |
Loss of Insurance due to inability to verify assets |
Chaotic |
Data Activities and Operation |
Increased Accessibility |
Chief technology/systems officer |
Financial |
Data is not included in Business continuity planning |
Chaotic |
Data Activities and Operation |
Improving Quality |
Chief financial officer |
Information Security |
Data is insecure and potential breaches unknown |
Chaotic |
Process/Business Process |
Improving Quality |
Chief operating officer |
Information Security |
Potential to be breaching data protection regulation |
Chaotic |
Process/Business Process |
Improving Quality |
Chief operating officer |
Information Security |
Potential to be breaching CMA obligations |
Chaotic |
Process/Business Process |
Improving Quality |
Chief operating officer |
Information Security |
Potential to be returning inaccurate responses to FOI requests |
Chaotic |
Data Activities and Operation |
Improving Quality |
Operational/data leader |
Information Security |
Loss of data either digitally or physically |
Chaotic |
Data Activities and Operation |
Improving Quality |
Chief operating officer |
Operations |
No control or ownership of data management processes |
Chaotic |
People and Culture |
Improving Quality |
Operational/data leader |
Operations |
Poor Decision making on unknown data quality |
Chaotic |
People and Culture |
Increased Accessibility |
Operational/data leader |
Operations |
We don't know what we don't know |
Chaotic |
People and Culture |
Increased Accessibility |
Chief operating officer |
Operations |
Paralysed - not able to change because we don't know where we are |
Chaotic |
Process/Business Process |
Increased Accessibility |
Chief operating officer |
Operations |
Scared - don't dare to change in case something catastrophic breaks |
Chaotic |
Data Activities and Operation |
Improving Quality |
Chief operating officer |
Operations |
Data Management process is out of control/unmanageable |
Chaotic |
Process/Business Process |
Increased Accessibility |
Chief operating officer |
Operations |
Wrong / inappropriate use of data outputs |
Chaotic |
People and Culture |
Increased Accessibility |
Chief operating officer |
Operations |
Lack of oversight of how we process our data |
Chaotic |
Data Activities and Operation |
Improving Quality |
Data and information analysis |
Operations |
Data Management improvements never occur. Building architectural debt |
Chaotic |
People and Culture |
Reducing the Burden |
Chief operating officer |
Operations |
Staff motivation is likely to be low, staff turnover is likely to be high |
Chaotic |
Process/Business Process |
Reducing the Burden |
Chief operating officer |
Operations |
Data issues cannot be easily responded to |
Chaotic |
Data Activities and Operation |
Improving Quality |
Chief operating officer |
Operations |
Key organisation metrics cannot be delivered on time or at a required level of quality |
Chaotic |
People and Culture |
Improving Quality |
Head of institution |
Reputation |
Potential legal breach - known and unknown |
Chaotic |
People and Culture |
Improving Quality |
Head of institution |
Reputation |
Potential Regulatory breach - known and unknown |
Chaotic |
Data Activities and Operation |
Improving Quality |
Chief financial officer |
Reputation |
Financial loss due to data related issues |
Chaotic |
Process/Business Process |
Increased Accessibility |
Head of institution |
Reputation |
Lack of student trust when examples of poor data management exposed |
Chaotic |
Process/Business Process |
Improving Quality |
Chief operating officer |
Reputation |
Lack of true understanding of how organisation is operating and no early warning of problems |
Chaotic |
People and Culture |
Increased Accessibility |
Head of academic area |
Reputation |
Risk of Complaints and appeals due to lack of data integrity |
Chaotic |
People and Culture |
Improving Student Experience |
Head of institution |
Reputation |
Reputational/customer experience issues are likely |
Chaotic |
Process/Business Process |
Reducing the Burden |
Chief operating officer |
Financial |
Unable to respond to new initiatives without a huge effort |
Reactive |
People and Culture |
Improving Quality |
Chief financial officer |
Financial |
Potential legal breach - known |
Reactive |
People and Culture |
Improving Quality |
Chief financial officer |
Financial |
Potential Regulatory breach - known but not mitigated |
Reactive |
Process/Business Process |
Improving Quality |
Chief operating officer |
Financial |
Huge Business Continuity Risk |
Reactive |
Process/Business Process |
Improving Quality |
Head of institution |
Financial |
Violating the terms of funding agreements |
Reactive |
People and Culture |
Increased Accessibility |
Chief financial officer |
Financial |
Jeopardising the commercialisation of findings |
Reactive |
People and Culture |
Increased Accessibility |
Chief financial officer |
Financial |
Loss of intellectual property rights |
Reactive |
People and Culture |
Increased Accessibility |
Head of institution |
Financial |
exposing researchers, or their organisations to civil actions |
Reactive |
Process/Business Process |
Reducing the Burden |
Chief operating officer |
Financial |
Inability to respond to FOI requests with the required level of accuracy |
Reactive |
Process/Business Process |
Reducing the Burden |
Chief operating officer |
Financial |
Data issues are extremely costly in time and money to resolve |
Reactive |
People and Culture |
Reducing the Burden |
Chief financial officer |
Financial |
Staff turnover is extremely high leading to loss of knowledge/capability |
Reactive |
Data Activities and Operation |
Improving Quality |
Chief operating officer |
Financial |
Key organisational metrics are created in a number of places and do not reconcile |
Reactive |
Technology |
Improving Quality |
Chief technology/systems officer |
Information Security |
Data is insecure - known issues but not mitigated |
Reactive |
Data Activities and Operation |
Improving Quality |
Operational/data leader |
Operations |
No Information Asset Ownership |
Reactive |
People and Culture |
Increased Accessibility |
Chief operating officer |
Operations |
No impact assessment of data changes |
Reactive |
Data Activities and Operation |
Increased Accessibility |
Chief technology/systems officer |
Operations |
Multiple copies of data not reconciled |
Reactive |
Data Activities and Operation |
Improving Quality |
Head of academic area |
Operations |
Manually entered data is likely to be of low quality |
Reactive |
Data Activities and Operation |
Increased Accessibility |
Data and information analysis |
Operations |
Mixing data is dangerous in terms of assumptions |
Reactive |
People and Culture |
Reducing the Burden |
Operational/data leader |
Operations |
Dependent on long term staff |
Reactive |
Process/Business Process |
Improving Quality |
Chief operating officer |
Operations |
Data is not understood or tested in Business Continuity planning |
Reactive |
Process/Business Process |
Improving Quality |
Head of academic area |
Reputation |
(Research) challenges to the validity of finding |
Stable |
People and Culture |
Improving Quality |
Chief financial officer |
Financial |
Legal breaches outside of main datasets |
Stable |
Data Activities and Operation |
Reducing the Burden |
Operational/data leader |
Financial |
Non predictive work is still expensive |
Stable |
People and Culture |
Increased Accessibility |
Chief operating officer |
Financial |
Data still largely considered as transactional (missing value) |
Stable |
Process/Business Process |
Reducing the Burden |
Chief financial officer |
Financial |
Cost of responding to FOI requests |
Stable |
Data Activities and Operation |
Reducing the Burden |
Chief financial officer |
Financial |
Cost of running the data management |
Stable |
Process/Business Process |
Reducing the Burden |
Chief financial officer |
Financial |
Key deliverables, outputs, returns and metrics are expensive to produce |
Stable |
People and Culture |
Improving Quality |
Chief operating officer |
Operations |
Complacency on reaching this state means data improvement is being ignored |
Stable |
Data Activities and Operation |
Increased Accessibility |
Chief technology/systems officer |
Operations |
Reconciliation of key data sets not managed |
Stable |
People and Culture |
Improving Student Experience |
Chief operating officer |
Operations |
Existing services and new products are not being improved/developed |
Stable |
Data Activities and Operation |
Increased Accessibility |
Chief technology/systems officer |
Operations |
Lack of data design work is leading to fragmented data assets |
Stable |
Process/Business Process |
Reducing the Burden |
Chief operating officer |
Operations |
Cost of supporting minor business change |
Stable |
Process/Business Process |
Reducing the Burden |
Chief operating officer |
Operations |
Cost of supporting major business initiatives |
Stable |
Process/Business Process |
Increased Accessibility |
Chief operating officer |
Operations |
Data is not properly tested during a business continuity planning event |
Stable |
People and Culture |
Reducing the Burden |
Chief operating officer |
Operations |
Staff motivation leads to medium/high turnover |
Stable |
People and Culture |
Reducing the Burden |
Chief technology/systems officer |
Operations |
A lack of focus on data managment means retaining new staff is difficult |
Stable |
People and Culture |
Improving Quality |
Chief financial officer |
Reputation |
Compliance breaches outside of main datasets |
Stable |
People and Culture |
Improving Student Experience |
Chief operating officer |
Reputation |
Managing current processes but no forward momentum in terms of development |
Stable |
Process/Business Process |
Increased Accessibility |
Head of institution |
Financial |
Extremely expensive/time consulting to be ready for in year collections (HESA CACHE) |
Proactive |
Process/Business Process |
Improving Quality |
Chief financial officer |
Financial |
Resourcing for data management activities may outstrip the value of the outputs it creates |
Proactive |
Process/Business Process |
Reducing the Burden |
Chief financial officer |
Financial |
Resource is not well used because it is dependant on change activity |
Proactive |
People and Culture |
Reducing the Burden |
Chief operating officer |
Operations |
Staff are so well trained they may leave for better terms and conditions |
Predictive |
Technology |
Improving Student Experience |
Chief technology/systems officer |
Financial |
Increased reliance on technology |
Predictive |
Process/Business Process |
Improving Student Experience |
Chief operating officer |
Operations |
Throwing out existing sound proven methods for 'new shiny', possibly unproven |
Predictive |
People and Culture |
Reducing the Burden |
Chief operating officer |
Operations |
Staff may not find the organisation 'interesting' enough for their very specific skills |