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Data Capability: Risk query tool

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Level Dimension Theme Owner Type Risk
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