DMMA Maturity Assessment Report

DMMA MATURITY
ASSESSMENT REPORT
CGIAR, SEPTEMBER 2020
Copyright © 2020 Accenture. All rights reserved. 1

CONTENTS
EXECUTIVE SUMMARY
KEY INSIGHTS AND OBSERVATIONS
CURRENT MATURITY ASSESSMENT SCORECARD
DEEP-DIVE INTO CHALLENGES & SOLUTIONS
RECOMMENDATIONS & ROADMAP

GLOSSARY
Data Architecture – The organization and structure of an organization’s data as it Analytics Strategy – A single view of the capabilities within the organization and the
transforms from pure data elements into information and insights way in which analytics are delivered
Data Interoperability – Ensure consistency with a “golden version” of contextual Visualization & Analytics - Visualization techniques, algorithms and statistical
data values and creation of a single point of reference for critical enterprise-wide techniques to learn from the data patterns and use this learning to predict future
data trends
Data Quality – The assurance that your data comes from the right source, is of Human Augmented AI & ML – Seamless integration between humans and machines
standard quality and is used by the right people in the right context. at scale
Data Governance – Guidelines and standards to ensure compliance and enable Data Value Tracking – Encompasses the benefit realization framework to measure
effective interoperability of systems the true value addition of data
Data Strategy – Details on the data landscape strategy such as principles, patterns, Data driven Organization – an enterprise model that aims at promoting the wider
capabilities, & technology components interlinkages, to establish reliable, secure, adoption of data and insights across the enterprise
scalable and agile data pipelines.
Data driven business model – An integrated approach to identify, distribute and
Data Security – Data security refers to legal constraints, regulatory requirements monetize the data/insight
and transparency. It encompasses Data protection issues and privacy rules and how
these rules are respected

EXECUTIVE SUMMARY

EXECUTIVE
SUMMARY
SUMMARY
10 Weeks
13 Centers
35 Stakeholder conversations
CONTEXT APPROACH KEY FINDINGS WHAT NEEDS TO CHANGE

• This was a Data & Analytics Maturity Assessment • CGIAR customized Data & Analytics Maturity Mature use of data management & • It is critical to have an updated data
engagement conducted by Accenture, working closely Assessment framework methodology aligned to statistical analytics in research projects management policy at the right level of
with CGIAR stakeholders and led by the CGIAR industry standards across the organization granularity
Internal Audit Function
• 30 interviews over 10 weeks, across 12 Focus on digital strategy • A structured collaboration model with the
• The aim was to assess the current state, identify pain capabilities and 13 Centers right representation from various stakeholders
CGIAR Open Access & Data Management
points and areas of improvement and detail key data is critical to move ahead
• Robust Quantitative Scoring Framework to policy is being revised
management recommendations
measure current state maturity • Leadership support is critical to bring the vision
Data Quality is an area of concern
• The approach relied on review of documents of a target state to reality through funding and
• Future state vision defined based on CGIAR
provided, interviews with stakeholders and self- There is no structured governance council policies
Data Community inputs and Accenture domain
assessment by stakeholders where documentation is which brings together data community
experience • Rigor in data management best practices and
not available across the organization
guideline to ensure improved research quality.
Enforcement of defined policies is not
• Motivate & incentivize the researchers to
adequate
prioritize data management
Further details on page 7.
Detailed recommendations can be found on page 25.
Note: Alliance-Bioversity and CIAT are out of scope for this assessment due to ongoing integration of the Centers
KEY INSIGHTS

KEY
INSIGHTS
HIGHLIGHTS FROM THE PROGRAM

WHAT IS GOING WELL WHAT IS NOT GOING WELL
Extensive use of data management & statistical analytics in research projects Enforcement of defined data management policies is inadequately monitored
across the organization and measured in most research projects.
CGIAR Open Access & Research Data Management Policy under revision A structured collaboration model with the right representation from various
currently stakeholders is critical to move ahead
Data quality is an area of concern. It is especially challenging for data collected

Focus on Digital Strategy initiatives across the organization by non-digital methods, such as socio-economic data
Quality controls are in place for majority of the financial data and implemented Raw data locked in siloed data platforms
by the software tool ( based on self-assessment by operational data managers )
Finance data is managed by mature software applications, supported Operational data is managed through different software tools such as OCS and
by consultant effort and software vendor teams ( based on self-assessment by SAP with customized configurations. So it is an expensive and challenging effort
operational data managers or finance managers, the current project execution is to consolidate data into a common data platform for insight generation.
working without much of a challenge )

KEY
INSIGHTS
KEY SOLUTION THEMES
COMMUNITY POLICIES & PEOPLE & CULTURE LEADERSHIP RIGOR IN

GOVERNANCE STRATEGY SUPPORT TECHNOLOGY
• A structured collaboration • It is critical to have a • Motivate & incentivize • Leadership support is • Rigor in data
model needs to be defined regularly updated data the researchers to critical to bring the management best
with the right management policy at prioritize data vision of a target state practices and guideline
representation from the right level of management in their to reality through is needed to ensure
various stakeholders. granularity. research work. funding and policies. improved research
• Roles & responsibilities • Processes and metrics • Foster a culture of • Leadership can work quality.
need to be defined for need to be defined to trust to encourage with funders to make • Processes & policies are
different stakeholders in enhance data value collaboration & data a priority due to its often defined for data
alignment with leadership. tracking. knowledge sharing. impact on research management, but
• There is a need for quality. suitable monitoring
increased focus on and enforcement is
analytics as a capability. necessary.

KEY
INSIGHTS
KEY INSIGHTS INTO DATA CAPABILITIES

DATA MANAGEMENT
DATA ARCHITECTURE INTEROPERABILITY DATA QUALITY DATA GOVERNANCE DATA STRATEGY DATA SECURITY
• A few Centers raised • Ontologies are not well • There is no tool used or • There appears to be no • There is no common data lake or • Published datasets are open-
concerns regarding CGIAR defined for hydro and socio- assessment done to structured alignment of data storage for raw data, which is access, so in a lot of cases Centers
policy being not detailed economic terms and funding measure data quality. It is managers within the System. expensive to collect. do not consider data security a
enough or due for revisions. is not adequate to address driven by individual • Most Centers do not budget • There is a need to digitize data high priority issue when it comes
• It is not practical to align on these gaps. commitment. separately for DM in projects, collection. Some Centers are to project execution.
technology across different • Metadata repository is • Data quality is better at which will have increased focus already doing it. • Contingencyy planning for data
research projects. This available at research project source for digitally from funders in coming days. security breaches needs to be
needs to be considered level. collected data. more pro-active.
during audit and risk
assessment exercises.
INSIGHTS & VALUE REALIZATION
STRATEGY ADVANCED ANALYTICS AUGMENTED AI VALUE TRACKING DATA DRIVEN ORGANIZATION DATA BUSINESS MODEL
• There is advanced analytics • Statistical modelling is not • Human Augmented AI • KPIs to track success of data • There is opaqueness on how • Few Centers suggested
work being done in research automated. Researchers and is hardly leveraged in projects is highly inconsistent insights and assets are shared considering alternate revenue
projects, but there is no data managers need to decide any of the Centers. across different Centers, and across research projects before streams for data within the
strategy defined for if it is applicable at a project • There is no policy often driven eternally by they are being published. provisions.
analytics both at Center and level. available on funders. • It is a difficult to identify the • Evaluate CGIAR stand on use of
the System level. Analytics is • There is little use of data responsible AI. • KPIs are often not baselined and knowledge experts in such a published datasets by commercial
not always considered a visualization tools. Power Bi re-evaluated at a regular level widely distributed organization. entities.
capability on its own. and Salesforce Einstein can be • No incentive to measure or • Initiating the conversation would
leveraged. report KPIs. help defining the direction.

MATURITY
ASSESSMENT
SCORECARD

ASSESSMENT
CGIAR IS AT LEVEL 3 WITH ROOM FOR IMPROVEMENT

05.
OPTIMIZED
04. DM processes are fully
MANAGED automated, regularly
improved, and optimized
based on formalized
03. DM practices are executive sponsorship and
DEFINED automated across the analysis of changing
enterprise. They are organizational goals.
managed and governed Represents top of line
02. Data Management through quantitative industry data management.
REPEATABLE practices are aligned measures of process
with strategic performance.
01. Activities are deliberate,
organizational goals
and standardized
INITIAL documented and across most areas;
performed consistently however practices are
across the full BU not fully adopted.
Activities are informal, organization
ad hoc and team
specific. Dependent on
heroic efforts and lots
of cleansing.
Note: Maturity scores reflect the current state assessment of data capabilities in research data domain. We also received inputs from
operational data managers for a complete view.
Copyright
Copyright ©
© 2020
2020 Accenture.
Accenture. All
All rights
rights reserved.
reserved. 11
Operational Data Management was not assessed separately due to insufficient inputs,.
ASSESSMENT
SCORECARD
DMMA MATURITY SCORECARD

OVERALL SCORE
Maturity Stage: L3-Defined
3/5
Current State Future State
DATA ARCHITECTURE 3.7 3.7 5
DATA INTEROPERABILITY 3.0 3.0 5
DATA QUALITY 3.4 3.4 5
DATA GOVERNANCE 3.1 3.1 5

3.8 5
DATA STRATEGY 3.8
DATA SECURITY 3.0 3.0 5

ASSESSMENT
DMMA MATURITY SCORECARD

OVERALL SCORE
Maturity Stage: L3-Defined
3/5
ANALYTICS STRATEGY 1.7 1.7 5
DATA VISUALIZATION & 2.8 2.8 5

ADVANCED ANALYTICS
HUMAN AUGMENTED AI 0.7 0.7 5
DATA VALUE TRACKING 2.6 2.6 5

3.8 5
DATA DRIVEN ORGANIZATION 3.8
DATA DRIVEN BUSINESS MODEL 4.0 4.0 5

ASSESSMENT
CAPABILITY HEAT MAP

ACROSS THE 13 CENTERS WE WORKED WITH
Data Data Data Visualization & Data Value Data-driven Data driven Business
Data Architecture Data Interoperability Data Quality Analytics Strategy Human Augmented AI
Governance Strategy Security Analytics Tracking Organization Model
Info not available

Maturity Guide High Med Low Not applicable

DEEP-DIVE INTO
CHALLENGES &
SOLUTIONS

CHALLENGES
GAP ANALYSIS REPORT FOR RESEARCH DOMAIN

CAPABILITY ASSESSMENT SCORE CURRENT STATE TARGET STATE*
Centers are largely aligned with the last updated CGIAR Policy needs to be updated with a suitable level of
Data Architecture
3.7 Open Access and DM Policy, but it is outdated and too
high level leaving a lot of room for individual
granularity and incentivized for adoption in the research
community.
interpretations.
Ontologies are not well defined for hydro and socio- Ontologies need to be defined for all terms and the latest
economic terms. Funding or skillsets are not adequate version needs to be adopted across all Centres for true
Data Interoperability
3.0 to address these gaps. data accessibility
Data quality challenges exist, but it is difficult to quantify Data Quality metrics are defined, measured, assessed
Data Quality the extent of the problem due to no structured tool or and remediated. A data quality monitoring process needs
3.4 framework for measuring data quality. Also quality to be established to enable the above
monitoring is ad-hoc in nature.
There is a data community in place, but no defined A target operating model including a data governance
governance structure and roles/responsibilities, so council should exist for a cohesive and empowered data
Data Governance
3.1 meaningful collaboration cannot be conducted. Also, community. It can only happen with the right level of
they are not empowered by leadership. leadership buy-in.
Data workflows can be time consuming, especially when A common data lake should be set for raw data which is
Data Strategy there are data quality challenges at source. Not much expensive to collect. Leveraging DevOps principles for
3.8 documentation is available automated data pipelines can help streamline long-
running projects
There are policies defined around data classification and Data Security and privacy breach prevention initiatives
role-based data access control, however there is no are in place and followed consistently across all the
Data Security clarity on adoption and adherence of these policies Centers including documented and distributed Data
3.0 across business units and Data Domains Security standards and policies that are updated
rigorously

CHALLENGES
GAP ANALYSIS REPORT FOR RESEARCH DOMAIN

CAPABILITY ASSESSMENT SCORE CURRENT STATE TARGET STATE
Analytics is not strategized at a Center or System level

even though it happens quite extensively within a An institutional and organizational strategy to guide the
Analytics Strategy
1.7 project. This limits the ability to generate insights for data community on how to leverage more value out of
leadership strategizing. their data and for improved funder buy-in.
Visualization & Self-service analytics should be available to researchers

Analytics 2.8 Data Visualization tools are not utilized widely. Also use
of analytics outside research projects is very limited.
and leadership for their individual needs. Analytics need
not be limited to research data.
Human Augmented AI This capability is at a nascent stage and no policies

With the potential of this technology in research areas, it
0.7 defined around it.
is important to define a strategy, especially defining the
guidelines on responsible AI.
Data Value Tracking CGIAR Dashboards are used for reporting, but there is The value of data as an asset needs to be defined in
2.6 no defined metrics defined to track the value of data as terms of measurable metrics, baselined with target values
asset. and re-evaluated periodically.
Data is available for analysis and hence the relatively

Availability of data is not sufficient for data driven
Data driven high score reflect the confidence of data managers but it
organization. It is a cultural and process shift to be guided
Organization 3.8 conceals that truly data driven organization need to have
defined data value tracking.
by data driven metrics for decision making.
Data monetization is not happening at any of the Conversation needs to be guided by policy regulations,
Data driven Business Centers, but there is a curiosity around exploring other but it may be worthwhile to address the commercial use
models 4.0 avenues of value within the mandate. of published datasets.

CHALLENGES
DATA CAPABILITIES
KEY CHALLENGES AND OBSERVATIONS (1/5)
CAPABILITY KEY CHALLENGES DESCRIPTION HURDLES TO OVERCOME IMPLICATIONS
The Open Access and Data Management Having an updated document with the A high level and outdated policy is open
Data Architecture
OUTDATED DATA policy has not been updated for a few right level of granularity and making to individual interpretations and
POLICY years and often they are too high level to sure research community has the updates, which can lead to a divergent
be useful. incentive to adopt it. approach.
Data is collected digitally in some cases. Data cleansing is a tedious task and bad
Data Quality NON-STANDARD DATA But a lot of it is still not standardized and Digital data collection is difficult to data puts the onus on data quality on
COLLECTION depends on integrity & diligence of field implement for all kinds of data. the researcher to ensure research
worker. quality.
Data Interoperability ONTOLOGY FOR ALL Ontologies are not defined for all terms, Without standard metadata, data is not
Skillset is not easy to find to address
especially hydro terms and socio- truly accessible even if it is free for
TERMS this challenge.
economic terms. public access.
Opportunity lost for cross-project

Analytics Strategy Analytics is driven by individual projects A vision and strategy needs to be
SILOED ANALYTICS for the purposes of research only. defined first.
collaboration as well as self-service
analytics by leadership.
NO COMMON Technology platform to store and

Raw data is owned by the research access the huge volume of raw data. Raw data is expensive to collect and
Data Architecture REPOSITORY FOR RAW project. Also an operating model will need to be clean, but reusability is limited.
DATA defined.

CHALLENGES
GOVERNANCE STRUCTURE
Organization wide changes are difficult
GOVERNANCE to implement. The data community is
Data Governance There is no data governance council This can happen only with leadership
too large with no assigned
COUNCIL empowered and tasked with oversight. buy-in and stakeholder alignment.
responsibilities to design and enforce
changes
RESEARCHER Some level of funder push is necessary, Having policies and budget allocated
Researchers are not incentivized to follow
Data Governance since this a primarily publicly funded will not result in changes, unless
MOTIVATION up on DM guidelines and policies.
organization. researchers adopt the guidelines.
FUNDING Often budget is available for DM, but it

Metrics need to be defined in More funds will not automatically lead
Data Governance does not get routed to the right set of
DISTRIBUTION alignment with project managers. to solutions.
activities.
Data driven CULTURAL There is a lack of trust and motivation This needs to be addressed both from
It can be difficult to achieve the One
Organization when it comes to sharing knowledge and project governance perspective and
CHALLENGES CGIAR vision without addressing this.
insights. employee empowerment perspective.
Data security breaches are not proactively Data security goes beyond There can lead to legal and goodwill
Data Security DATA SECURITY addressed and often documentation is anonymization of PII data and access damages, which are difficult to
not available to evaluate. control. reinstate.

CHALLENGES
LEADERSHIP ATTENTION
Data Value DATA VALUE Metrics are not defined for data projects.
Effort needed to identify the suitable There is no way to quantify the value
Tracking KPIs to track and baseline those. realized from data as an asset.
TRACKING
Data driven FUNDER FOCUS ON In a publicly funded organization, major Needs to be addressed by leadership
It would be difficult to enforce and
Organization changes can be effected only with funder with a better visibility to funder
DATA sustain major changes.
buy in. priorities.
FUNDING Ramping up new solutions can be It needs to be addressed by leadership

Data Strategy challenging and require additional who has better visibility into funder Changes will not happen.
AVAILABILITY financial support. priorities.
DM may not always get the top priority Data is the fuel for quality research, and
Leadership has multiple priorities and
Data Strategy LEADERSHIP SUPPORT often DM gets ignored.
for leadership. But it still needs to be poorly managed data can lead to
planned properly. reduced credibility in research.
Data driven LACK OF TRAINING Training and reskilling opportunities are Funds are often pulled out of project, It can lead to knowledge and skillset
Organization sporadic and not widely available. limiting the scope. gap among researchers.
OPPORTNITIES

CHALLENGES
DATA COMMUNITY VOICE
Not all data is equally valuable, classifying Introducing an overhead of too many
Visualization & DATA ASSET them in right categories can make it It would be challenging to define and processes in a small project can
Analytics easier to prioritize limited resources in align the classification of data assets. discourage people from following
CLASSIFICATION
the right areas. guidelines.
High attrition on data teams and

Need to analyse the root cause for It leads to lower employee motivation
Data Governance STAFF TURNOVER departments, making it difficult to bring
turnover. and delay in implementing changes.
changes.
Human Unless a policy is defined early in the

Not much work happening in this area
Augmented AI RESPONSIBLE AI No policies or guidance on responsible AI.
yet.
game, it can lead to unintentional
malpractices or misuse of AI.

CHALLENGES
OPERATIONAL DATA MANAGEMENT
It will be difficult to implement One
Centers are independent There is no incentive for Centres to
LACK OF A COMMON CGIAR vision without defining
organizations with their own collaborate and work towards a
Data Architecture uniform administrative management
VISION organizational structures, policies common vision from finance
plan which has direct impact on data
and procedures. perspective.
management
Different ERP and HR tools such as

OCS is implemented in 9 centres, It can be an auditing, data security
WIDE ARRAY OF SAP, Oracle or MS used across all
Data Interoperability including System Organization. We and data reporting challenge if data
centers for financial data
PLATFORMS need to evaluate the necessity for a needs to be consolidated from
management, and other areas as
unified ERP platform across centres. different ERP platforms.
well.
Alignment in terms of processes,

Loosely defined processes can lead to
roles & responsibilities within There is a working collaboration model,
Data Governance
GOVERNANCE institute as well as System but difficult to analyse objectively
blind spots in terms of data
management and it also discourages
STRUCTURE Organization is not well defined and without documentation.
collaboration across centers.
documented.
Analytics is mostly driven by the

There are siloed data platforms across It is difficult to enable analytics for a
capabilities of the software which is
Analytics Strategy ANALYTICS used by the operational
different operational platforms such as data driven organization if data
finance, HR, payroll, logistics, etc. consolidation is an expensive activity.
departments.

CHALLENGES
HOW TO ADDRESS THE CHALLENGES

S.NO CHALLENGE SOLUTION THEMES DESCRIPTION
1 Outdated Data Policy
2 Non-standard Data collection DEFINE the collaboration model along with roles &
COMMUNITY GOVERNANCE responsibilities
3 Ontology for all terms
4 Siloed Analytics
5 No common repository for raw data
ESTABLISH a regularly updated Open Access and
6 Governance Council POLICIES & STRATEGY Research Data Management Policy
7 Research Motivation
8 Funding Distribution
MOTIVATE & incentivize the researchers to foster a
9 Cultural Changes PEOPLE & CULTURE culture of trust and collaboration
10 Data Security
11 Data Value Tracking
12 Funder focus on Data MOBILIZE leadership support for funding and
LEADERSHIP SUPPORT collaborating with the funders
13 Funding Availability
14 Leadership Support
15 Lack of training opportunities ENFORCE rigor in Data Management practices and
16 Data Asset Classification RIGOR IN TECHNOLOGY guidelines defined in the policy
17 Staff turnover
18 Responsible AI

RECOMMENDATIONS &
ROADMAP

RECOMMENDATIONS TO IMPLEMENT SOLUTION THEMES RECOMMENDATIONS
SOLUTION THEMES RECOMMENDATIONS

Establish a data governance council, including data architecture board with representation from System, IT, Research, Data Managers
COMMUNITY and leadership
GOVERNANCE Establish a Data Value Office across the Centers tasked with the benefit & value monitoring from data
Explore new value streams for research data in line with good provision mandate
Update the Open Access and DM Policy and share with stakeholders
POLICIES &
Establish and adopt a data asset classification to prioritize higher adoption of DM policies in high value data assets
STRATEGY
Draft an archival & retention strategy, including data disposal after project end
Introduce recognition program across the Centers to foster sense of community & collaboration
PEOPLE & Measure and incentivize the adoption of standard DM Policy and best practices
CULTURE Establish policies & guidelines to build trust and confidence to share data
Establish guidelines for the use of Responsible AI
Prioritize data management in the upcoming Digital Strategy aligned with leadership vision
Estimate & budget for DM effort as part of project planning
LEADERSHIP
Review and refine the disbursal of funding available for DM activities
SUPPORT
Define a structured data quality monitoring approach, including a data quality score
Sensitize funders and leadership on the value of data management
Share guidelines for building a risk register focusing on data security
Digitize data collection methods to ensure better data quality
RIGOR IN
Define ontologies for all terms
TECHNOLOGY
Implement a common data repository as a platform for raw data
Establish a uniform platform for operational data management

RECOMMENDATIONS
HOW THE RECOMMENDATIONS ARE PRIORITIZED
01 02 03
ASSESS THE BENEFIT ESTIMATE THE EFFORT PLAN FOR DEPENDENCIES

Assess the benefit of each initiative in Effort is estimated based on potential complexity Dependencies have been accounted for based on
organizational context based on stakeholder of the task, funding and stakeholder experience information available. Initiatives dependent on
inputs and Vision Workshop feedback based on past efforts to solve a challenge the completion of other initiatives or initiatives
which need a longer planning phase have been
identified as long-term projects

RECOMMENDATIONS
RECOMMENDATION PRIORITIZATION
1 Prioritize data management in the upcoming Digital Strategy aligned with leadership vision
2 Update Open Access and DM Policy and share with stakeholders
Long-Term Initiatives Critical Enablers Quick Wins
3 Estimate & budget for DM effort as part of project planning
4 Share guidelines for building a risk register focusing on data security R7 R2
R1
R6
High
5 Introduce recognition program across the Centers to foster sense of community & collaboration. R14
R10 R3
R5
6 Establish and adopt a data asset classification to prioritize higher adoption of DM policies in high R4
value data assets R17 R11
7 Establish a data governance council, including data architecture board with representation from R9
System, IT, Research, Operations, Data Managers and leadership
8 Draft an archival & retention strategy, including data disposal after project end R13
R12
R15
BENEFIT
Medium
9 Establish a Data Value Office across the Centers tasked with benefit & value monitoring from R16 R8
data
R18
10 Review and refine the disbursal of funding available for DM activities
11 Define a structured data quality monitoring approach, including a data quality score R19
12 Measure and incentivize the adoption of standard DM Policy and best practices
R20
13 Digitize data collection methods to ensure better data quality
14 Define ontologies for all terms
Low
15 Establish policies & guidelines to build trust and confidence to share data
16 Implement a common data repository as a platform for raw data
De-prioritized
De-prioritized
17 Sensitize funders and leadership on the value of data management
18 Explore new value streams for research data in line with good provision mandate Low Medium High
19 Establish a uniform platform for operational data management

EASE OF IMPLEMENTATION
20 Establish guidelines for the use of Responsible AI ( Indicative of effort )

RECOMMENDATIONS
QUICK WINS
1,2 Accelerate creation of Open Access and Data Management Policy & 4 Update Risk register to focus on data security and privacy
prioritize in digital strategy & One CGIAR vision WIN STRATEGY
Effort
WIN STRATEGY • Align with ICT & operational data managers for a complete and uniform
• Incentivize and enforce adoption of the new policy in research community cybersecurity approach
• Align with operational data managers for One CGIAR vision BENEFITS
BENEFITS • Improved protection against data security breach related litigation costs and
• Improved research quality due to data being managed better goodwill loss
• Improved leadership data awareness due to easy access to insights
3 Include data management cost in project proposal (effort underway to 5 Recognize and motivate the researchers to prioritize Data
currently do this for various projects) Management
WIN STRATEGY WIN STRATEGY
• Work with functions to mandate inclusion of data processing cost in their project • Work with Centers to mandate inclusion of data management effort in their
approval process and budget planning research projects and motivate the researchers to be an advocate by
introducing rewards & recognition programs
BENEFITS
• More accurate picture of true cost of project execution BENEFITS
• Prevent overruns on project time and budget • Researchers become advocates for data management.
SUB-CAPABILITIES
Data Architecture, Data Security, Data Governance, Data Strategy

RECOMMENDATIONS
RECOMMENDED DATA ASSET CLASSIFICATION

6
RECOMMENDATION KEY STAKEHOLDERS EFFORT BENEFIT
Establish and adopt a data asset classification Owners:

High High
• Establish protocols to measure and identify high value data assets • System Organization
• Currently CGIAR has a data prioritization framework that tries to quantify • Research Data Managers
"high-value" data in terms of value, risk, and cost. It can be refined, if
required and be pushed for wider reference Collaborators:
• Prioritize resources and DM efforts on projects involving high value data Medium Medium
IT
assets
Researchers
• Reuse existing Data Prioritization Framework
KEY BENEFITS SUB-CAPABILITIES: Low Low
• Projects can focus their limited resource on high value data. Data Governance, Data Architecture
• Small projects or projects dealing with low value data may not be motivated
to invest heavily on DM efforts, thus avoiding an overhead cost for them.
• Identifying high value data assets can help in enriching data security efforts as
well. Such projects need to have a high focus on data security and access RISKS & DEPENDENCIES
control during project execution phase as well, and it should be regularly • Definition of a high value data asset needs alignment from Centers
monitored, and risk assessed.
• Data Management should not be ignored in projects with low value data assets

RECOMMENDATIONS
RECOMMENDED ORGANIZATION STRUCTURE

7, 9
Instituting Data Governance Council to enable collaboration and oversight in Owners:

High High
data community
• CGIAR Leadership
• Global champion deputed to Centers to enable a truly hybrid org structure for
Data & Analytics. Also tasked with building a Data Community of Practice • Funders
(CoP)
Collaborators:
• Establish a Data Value Office tasked with benefit quantification & monitoring Medium Medium
value from Data and Analytics projects Data Governance Council
• Constitute a data architecture review board that works closely with Institutional Data Managers
Researchers, Data Managers & IT governance boards Research Data Mangers
• Include a focused group of operational data managers within the governance Operational Data Mangers
council Low Low
Researchers
KEY BENEFITS IT
• Data Community of Practice will help create an environment of creativity, SUB-CAPABILITIES:
innovation & collaboration around data Data Governance
• Encourages sharing of data and insights across Centers
• Better rigor around Data & Analytics projects. The Value office can also work RISKS & DEPENDENCIES
with the Internal Communication teams to broadcast business value from
successful projects, which can help build business trust and excitement • Cultural resistance to new org structure
around Data & Analytics projects • Lack of incentives for Centers to collaborate
• Data architecture review board will help govern changes to data architecture, • Needs active support and buy-in from leadership
enforcing consistency and better governance

RECOMMENDATIONS
IMPROVE DATA MANAGEMENT PROCESS RIGOR

8, 11, 13
Enforce process excellence for better data quality at source, better technology Owners:
High High
enablement and cost efficiencies in managing data
• System Organization
• Enforce stronger data quality checks at source
• Include accuracy of data entry by field workers • Research Data Manager
• Substitute manual processes with an automated approach for data pipeline & • Operational Data Manager
workflows Medium Medium
Collaborators:
• Define in structured data quality monitoring, including a data quality score
Leadership
• Draft an archival & retention strategy for raw data at the end of a project.
Educate Centers on the same. Researcher
Low Low
KEY BENEFITS
• Improved research quality due to better quality data SUB-CAPABILITIES:
• Enhanced credibility of published datasets
Data Architecture, Data Quality, Data Strategy
• Saving of effort in data cleansing activities, which can then be routed towards
research-oriented activities
RISKS & DEPENDENCIES
• Reduced litigation risks due to mis-managed data archival and retention.
• Adding ML-based tooling capabilities will require resources with niche skills
• Digitized data collection is difficult to implement for all kinds of raw data

RECOMMENDATIONS
ENHANCING FUNDING DISTRIBUTION

10
Owners:
Review and refine the disbursal of funding available for DM activities. High High
• Data Management should be budgeted for during the project approval phase • Leadership
• Project Manager and Research Manager should align and plan on the • Project Manager
disbursal of funds, to ensure it is spent on DM activities.
Collaborators:
• Encouraging value tracking for data projects will encourage funding Medium Medium
Funders
availability from funders.
System Organization
• Prioritization based on Risk-based approach to data security, which ensures Data Governance
value for money
• Improved data security especially for confidential/sensitive data
• Facilitates data privacy compliance such as demonstrating proactive action in
case of a data breach (for instance data has been encrypted) RISKS & DEPENDENCIES
• Requires time and persistent effort to raise awareness
• This initiative will require approvals from multiple stakeholders at all levels

RECOMMENDATIONS
INCREASING RESEARCHER PARTICIPATION

12, 15
Measure and incentivize the adoption of standard DM Policy and best practices Owners:
High High
• Introduce rewards and recognitions programs to recognize researchers who • Leadership
are setting standards in exemplary Data Management
• Project Manager
• Enforce the adoption of new policies and guidelines
• Build a governance model which encourages researchers to share data and Collaborators:
insights with their peer group Medium Medium
Funders
System Organization
• Success of any recommendation will eventually be driven by on-ground Data Governance

participation.
• Research quality will improve if DM policies can be implemented without
impacting the independence of research work
RISKS & DEPENDENCIES
• Requires time and persistent effort to raise awareness
• This initiative will require approvals from multiple stakeholders at all levels

RECOMMENDATIONS
LONG TERM WINS

14 Define ontologies for all terms, including hydro terms & socio- 16 Implement a common data repository for raw research data
economic data WIN STRATEGY
WIN STRATEGY • Define the technology platform for a data lake to store the raw research
Effort
• Allocate funds and identify the right skillset to address the challenges data
• Define operating model for continued usability & maintenance
BENEFITS
• Improved semantic interoperability for data BENEFITS
• Increased data accessibility for published datasets • Expensive raw data is available for re-use
• Easier insight generation
17 Sensitize funders and leadership on the value of data management 18 Explore new value streams for research data in line with good
WIN STRATEGY
provision mandate
• In a publicly funded organization, leadership needs to align funders on the value of data WIN STRATEGY
as an asset and mobilize their support for effective adoption • Work with leadership to explore new funding streams within the good
BENEFITS provision mandate
• Researcher participation is easier to enforce with funder support. BENEFITS
• Drives more targeted funding for better DM capabilities. • Increased funding for research work
SUB-CAPABILITIES
Data Interoperability, Data Driven Business Model, Data Strategy

RECOMMENDATIONS
LONG TERM WINS
19 Establish a uniform platform for operational data management 20 Establish guidelines for Responsible AI
WIN STRATEGY WIN STRATEGY Effort
• Define uniform data platform for operational data which is currently fragmented across • With AI being an increasingly used technology in the field of genomics and
Centers cross-breeding, it is important to define the principles of Responsible AI in
line with government regulations
BENEFITS
• Effort savings in data consolidation BENEFITS
• Improved insight generation • Future-ready
21 Enhanced documentation in operational data management 22 Establish Analytics strategy to build a capability
WIN STRATEGY WIN STRATEGY
• Detailed documentation is recommended to ensure continuity and consistency in • Analytics is happening in siloed manner as part of research projects, but
implementation, especially with independent ERP platforms being used Centers and the System do not have a defined Analytics strategy which helps
them build capability and generate insights
BENEFITS • Align with operational data managers
• Uniformity in business implementation and rules BENEFITS
• Enhanced insight generation for improved funder relationships
• Leadership visibility into work done by Center
SUB-CAPABILITIES
Data Strategy, Data Architecture, Human Augmented AI, Data Visualization & Analytics

RECOMMENDATIONS
ROADMAP FOR THE RECOMMENDATIONS

Quick Wins Critical Enablers Long-Term Initiatives
R7 Establish a data governance council with representation from System, IT,

Governance
Community
Research, Data Managers and leadership
R9 Establish a Data Value Office across the Centers tasked with R18 Explore new value streams for research data in line
benefit & value monitoring from data with good provision mandate
Process Modifications
R2 Update Open Access and DM Policy and R8 Draft an archival & retention strategy, including
Strategies
Policies &
share with stakeholders data disposal after project end.

R6 Establish and adopt a data asset classification to prioritize
higher adoption of DM policies in high value data assets
R12 Measure and incentivize the adoption of R15 Establish policies & guidelines to build trust and
People &
confidence to share data

Culture
standard DM Policy and best practices
R5 Introduce recognition program across the Centers to foster R20 Establish guidelines for the use of
sense of community & collaboration Responsible AI
R1 Prioritize data management in the upcoming Digital R10 Review and refine the disbursal of funding R17 Sensitize funders and leadership on the value of
Leadership
Strategy aligned with leadership vision available for DM activities data management
Support
R11 Define a structured data quality monitoring

R3 Estimate & budget for DM effort as part of
approach, including a data quality score
project planning
R13 Digitize data collection methods to ensure better

Rigor in Technology
data quality
R14 Define ontologies for all terms
R4 Share guidelines for building a risk
register focusing on data security R16 Implement a common data repository as a platform
for raw data
R19 Establish a uniform platform for operational
data management

ADDENDUM

MATURITY MODEL MATRIX
THE INFORMATION BELOW WAS USED TO DETERMINE THE CURRENT STATE AND AMBITION BEHIND CGIAR’S VISION
1 2 3 4 5
“INITIAL “REPEATABLE” “DEFINED” “MANAGED” “OPTIMIZED”
DATA ARCHITECTURE Ineffective and ad-hoc Fragmented and limited Central repository, Enterprise Data Model Methodical and complete Integrated in the ecosystem with partners
Interrelationships between Master Data Complete and up-to-date Master and Reference
Master Data identified but
DATA INTEROPERABILITY Not present
Fragmented and limited Meta Data
elements clear / Master Data managed. Data. Meta Data (incl. Data Definitions and Managed and in control
DATA FOUNDATION Accessible Metadata Lineage). Data Catalogs are governed.
& ARCHITECTURE Scattered, local data quality Critical data elements are backed up by
Proactive and part of culture. Defined
measurement and unclear data measured data quality controls and Centrally steered DQ process. Data quality goals
Ad hoc. No data quality standards thresholds for critical business elements
DATA QUALITY are published
quality. Application or line of requirements. Data security and access is are established and used to prioritize
and data quality self-monitoring activities
business level profiling and analysis specific for data; checked and includes remediation processes.
are defined and followed.
occurs elements of information classification
Centrally steered data management processes

Proactive data management and part of
Data Stewards (local) / IT Led and organization-wide governance. Enterprise
Not filled in; no sponsor for data Data Stewards (value stream; data owners culture; respected and accepted
governance / Data owners partly and Local Data Governance sustainability
DATA GOVERNANCE governance and data owner role
named. Policies focused on
are assigned on a tactical basis and
routines are in place. All data management
Governance. Compliance to data policies
is not defined fragmented Governance per domain and standards is inherited and designed in
regulatory compliance topics are covered by policies and standards and
all processes. Compliance by design
compliance is measured
DATA STRATEGY &
Business decisions are always checked to
GOVERNANCE Business decisions are not Very few business decisions are Only important business decisions are Business decisions are checked to ensure Data
DATA STRATEGY checked afterwards checked afterwards checked afterwards driven decisions were correct in practice
ensure Data driven decisions were correct
in practice
Policies regarding Data access, Data

There are no clear policies Policies regarding Data access, Data Policies regarding Data access, Data Policies regarding Data access, Data ownership
ownership & Data authorization exist in
DATA SECURITY regarding Data access, Data ownership & Data authorization are ownership & Data authorization exist at & Data authorization exist in the organization
the organization and are fully
ownership, Data authorization in progress the business unit level but are not fully implemented
implemented
Parts of analytical usage are driven Analytical strategy is defined and drives Analytical operating model in place and driving Analytics Strategy is fully embedded in the
ANALYTICS STRATEGY No analytics Strategy in place
by strategy progress in analytical maturity value business strategy
VISUALIZATION & Limited usage of analytics; usage Usage of analytics for focused use Enterprise-wide analytical toolset; central Continuous and coordinated analytics
INSIGHTS & Broad usage of advanced analytical techniques
of data-driven analyses on an ad- cases; analytics is part of specific analytics CoE; early examples of advanced process improvement and value
ANALYTICS and data science
ANALYTICS hoc basis role descriptions analytics realization
HUMAN AUGMENTED AI Significant usage of AI and strong Ethical use of AI is top of mind and AI
Full deployment of AI to augment business
No use of AI Ai Proof-of-Concepts and early usage connection between AI and Analytics; CoE oversight is not optional; AI is embedded
& ML processes; C-level support and ownership of AI
for AI in normal way of doing business
The value delivered by data is tracked

Ad-hoc tracking of the value of data The value of data is clear in pockets of the Data value tracking is embedded in all
DATA VALUE TRACKING No tracking of the value of data
in specific initiatives organization
enterprise-wide and a clear overview of the
data related approaches
realized benefits is available
DATA DRIVEN Major strategic decisions are Initial initiatives in data education Formal data education programs in place Data and data driven insights are an intrinsic Data drives decision making within the
DATA VALUE made based on instincts instead and data is used to support major and data is a respected contributor to part of decision making; organizational culture organization and data literacy is
REALIZATION ORGANIZATION of data strategic decisions decision making drives using data to support decisions widespread in the enterprise
Data is shared across an enterprise’s

DATA DRIVEN BUSINESS Data monetization is used to a certain
Data is not used to drive new boundaries; new data drive business models are Data is used as the key lever for strategic
Early examples of data monetization extent to drive profitability. There’s a data
MODELS business models regularly launched, and a scheme exists to scale growth
monetization strategy
successful new business models
HOW PATH TO FUTURE SHOULD LOOK LIKE
WE LISTENED TO THE STAKEHOLDERS AND THE DATA COMMUNITY AND SOME THEMES RESONATED ALL ACROSS
VISION
Data driven insights Ontology in Graph DB
Automated data pipeline Leadership Support

Connected Data Collaboration Model
Incentive for researchers
Data Interoperability Training
Governance Council Funding for DM
Common data repository
KPI definition KPI definition Funding Distribution
Well-defined meta data
Data citation
New value streams
API Driven database Performance Appraisal
Institutional Data Manager
Data as an Asset
Updated policy document Standard guidelines

MATURITY ASSESSMENT APPROACH OVERVIEW
Framework Definition Data & Analytics Maturity Assessment Vision Workshop
The Data & Analytics Maturity assessment framework The Data & Analytics Maturity Assessment is carried out The purpose of this Workshop is to build the understanding
ensures that we are taking a holistic and structured view of through the following steps: of the desired maturity level of CGIAR’s Data & Analytics
the landscape. • Document Review capabilities in future in the short, medium and long term
• Surveys or Interviews ( as is applicable for each
During this discussion, the capabilities and sub-capabilities stakeholder ) During this workshop, the core assessment team and CGIAR
around Data & Analytics streams of CGIAR will be defined. stakeholders will come together and establish the desired
Purpose
This activity will help us to prioritize and customize the During this assessment, a connect will be established with maturity level that CGIAR would like to achieve for each of
framework to include the unique needs for CGIAR. the data & analytics stakeholders to understand the current the capabilities & sb-capabilities.. This will then be used as
maturity state of their organization/Center. an input to create the final version of Recommendations
Outcome of this discussion will drive the entire Maturity Outcome of this phase will drive the definition of current and Roadmap for prioritization of the security initiatives
Assessment phase and ensure that we are focusing in the maturity level across capabilities which will be an input to after doing gap analysis.
right areas, the gap-analysis phase.
We will be leveraging Accenture Data & Analytics Maturity The Assessment workbook with capability score will speak In this workshop we will come to a common understanding
Deliverables
Assessment framework and customize it based on the about the current state maturity and desired state maturity of CGIAR’s data and analytics desired maturity level for
discussions from this discussion. along the various sub capabilities future roadmap.
EXTENDED DMMA FRAMEWORK ASSESSMENT WORKBOOK VISION WORKSHOP

Snapshots

Data & Analytics Value Chain
Data Foundation Data Strategy Insights & Data Value

& Architecture & Governance Analytics Realisation
Identification and securing of

Core architectural components Governance mechanisms that Analysis of data-leveraging use
value opportunities created by
addressing metadata models, data ensure appropriate controls are in cases and analytic tools to create
analytics in order to drive
security and access place across the operating model compelling insights
outcomes
Data Architecture Data Governance Analytics Strategy Data value Tracking
Data Strategy Visualization & Data Driven Organization

Data Interoperability
Analytics
Data Quality Data Security Human Augmented AI & Data Driven Business
ML Model
People, Process and Technology

DATA FOUNDATION & ARCHITECTURE DESCRIBES HOW AN INFORMATION DRIVEN
ORGANIZATION INTEGRATES DATA IN A STRUCTURED WAY
ESTABLISHING THE RIGHT DATA FOUNDATION & ARCHITECTURE ENSURES THAT AN ORGANIZATION:
• knows what data it has, where it resides, where it flows, who uses it and how
• establishes and assesses indicators of ‘right data’
DATA ARCHITECTURE DATA INTEROPERABILITY DATA QUALITY

The organization and structure of a organization’s data as it Ensure consistency with a “golden version” of contextual data values The assurance that your data comes from the right source, is
transforms from pure data elements into information and and creation of a single point of reference for critical enterprise-wide of standard quality and is used by the right people in the
insights data right context
The elements are: The elements are:

The elements are:
▪ PRINCIPLES | Guidelines for developing, deploying & ▪ META DATA MANAGEMENT | Creation of a single ▪ DATA QUALITY RULES | Business rules refer to the
point of reference for critical enterprise-wide data, understanding and communication of Data quality
using data-related IT resources aligned to business
includes data definition and glossary strategy
objectives
▪ MASTER DATA MANAGEMENT | Collection of ▪ QUALITY MONITORING | Monitoring encompasses the
▪ DESIGN | Design data pipeline plumbing mechanism in
people, processes, and technology components different procedures to assess Data quality as well as
order to enable data flow
working together to ensure quality of metrics and processes to verify the quality of Data.
Master/Reference Data
▪ DATA PROFILING| Data profiling is the statistical analysis
and assessment of Data values within a Data set for
consistency, uniqueness and logic
▪ DATA CLEANSING| Data cleansing makes sure data is

correct and accurate in a data source.

DATA STRATEGY & GOVERNANCE DESCRIBES HOW AN INFORMATION DRIVEN ORGANIZATION
MANAGES DATA AS A STRATEGIC ASSET
Having the right DATA STRATEGY AND GOVERNANCE ensures that an organization:
• Understands and has the competencies to understand and drive/manage value from data
• has the right roles to understand and manage all aspects of the data value chain
• has the right data to measure business KPIs
DATA GOVERNANCE DATA STRATEGY DATA SECURITY

Guidelines and standards to ensure compliance and enable Details on the data landscape strategy such as principles, patterns, Data security refers to legal constraints, regulatory
effective interoperability of systems capabilities, & technology components interlinkages, to establish requirements and transparency. It encompasses Data
reliable, secure, scalable and agile data pipelines. protection issues and privacy rules and how these rules are
respected
The elements are: The elements are:
The elements are:
▪ GOVERNANCE | The culture, functions, processes and ▪ DATA SUPPLY CHAIN | The technology that enables data to flow
▪ RISK & COMPLIANCE | Compliance rules & regulations
authorities that shape the execution, control and efficiently through the entire organization and throughout each
management of the enterprise (internal and external) data organization’s ecosystem of partners
▪ POLICIES & STANDARDS| Policies and standards refer to
how the organization transfers its privacy needs in terms of
▪ OPERATING MODEL | The team structures and process ▪ DATA PLATFORMS | Tools, templates, architecture patterns and
policies and the implementation of these policies, standards
definitions required to run an effective data governance accelerators to enable the rapid design and build out of core data
and tools
function infrastructure (enterprise data lake) to support large scale data
storage and processing
▪ CONTROL & FAILURE MECHANISMS| Control and failure
mechanisms refer to how the organization controls the
respect of these procedures and how the organization
reacts in case of failure.

INSIGHTS & ANALYTICS DESCRIBES HOW A DATA DRIVEN ORGANIZATION CONVERTS DATA
INTO ACTIONABLE INSIGHTS
CONVERTING DATA INTO ACTIONABLE INSIGHTS VIA INSIGHT & ANALYTICS ENSURES THAT AN ORGANIZATION:
• The right use cases identified and right data to feed into these use cases?
• Established the right capabilities to generate insights from data?
• Built the right governance around analytics?
ANALYTICS STRATEGY VISUALIZATION & ANALYTICS HUMAN AUGMENTED AI & ML

Visualization techniques, algorithms and statistical techniques Seamless integration between humans and machines at
A single view of the capabilities within the organization
to learn from the data patterns and use this learning to scale
and the way in which analytics are delivered
predict future trends
The elements are: The elements are: The elements are:
▪ ANALYTICS STRATEGY | the vision and objectives behind ▪ VISUALIZATION | Powerful visual representations of data that ▪ AI STRATEGY | Devising use cases that can be driven by the
enable decision makers to readily grasp a key summary of the data right balance of human and machine intelligence
the analytics journey of the organization and the underlying
and spot important trends and patterns in the data
operating model for the analytics team
▪ AUGMENTED INTELLIGENCE | A wide range of techniques
▪ DATA SELF SERVICE | Giving business users & citizen data
▪ VALUE TARGETING | Identification of high potential such as machine learning, deep learning, natural language
scientists, the ability to easily explore data, prepare data and
opportunities to create valuable insights from the data generate simple reports by themselves, with minimal IT support processing, computer vision etc. that can be used to train
machines to learn from patterns and perform tasks that
▪ NARRATIVE | Interpreting the data trends, patterns and insights, require intelligence
within the context of business, to build a story that brings data to
life
▪ ALGORITHMS | The statistical methods and AI techniques used to

build models that make predictions, perform complex analysis and
offer recommendations

DATA VALUE REALIZATION DESCRIBES VALUE EXTRACTION AND TRACKING AS WELL AS
ORGANIZATIONAL CHANGES REQUIRED
DATA VALUE REALIZATION ENSURES THAT AN ORGANIZATION CAN…
• Leverage data to create/improve competitive differentiation
• Use data to fuel innovation around products and services
• Make a cultural shift towards being a data-driven organization
• Improve operational efficiencies and bottom-line
DATA VALUE TRACKING DATA DRIVEN ORGANIZATION DATA DRIVEN BUSINESS MODELS
Encompasses the benefit realization framework to an enterprise model that aims at promoting the wider adoption is an integrated approach to identify, distribute and
measure the true value addition of data of data and insights across the enterprise monetize the data/insight
The elements are: The elements are: The elements are:
▪ BENEFIT REALIZATION | Measure whether the data ▪ DATA-DRIVEN DECISION MAKING | Making decisions at all ▪ MONETIZATION STRATEGY | Enable an enterprise’s
initiatives and projects are adding the expected value to the levels in the enterprise, based on data rather than instinct journey from data to dollar by devising ways to either sell
organization enterprise data in compliance with regulations or use data
▪ DATA LITERACY | Training employees and empowering as the key lever for profitable growth
them with access to the right datasets and tools so that
they can use data in their day-to-day job and for innovating ▪ DATA SHARING | Frameworks and technology platforms
beyond it that enable sharing data beyond enterprise boundaries, to
make the enterprise truly connected with vendors,
partners, customers and other stakeholders in the
ecosystem

DMMA Maturity Assessment Report

Uploaded by

Copyright:

Available Formats

You might also like

DMMA Maturity Assessment Report

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

DMMA Maturity Assessment Report

Uploaded by

Copyright:

Available Formats

DMMA MATURITY

Copyright © 2020 Accenture. All rights reserved. 1

KEY INSIGHTS AND OBSERVATIONS

CURRENT MATURITY ASSESSMENT SCORECARD

DEEP-DIVE INTO CHALLENGES & SOLUTIONS

RECOMMENDATIONS & ROADMAP

Copyright © 2020 Accenture. All rights reserved. 3

Copyright © 2020 Accenture. All rights reserved. 4

CONTEXT APPROACH KEY FINDINGS WHAT NEEDS TO CHANGE

Copyright © 2020 Accenture. All rights reserved. 6

HIGHLIGHTS FROM THE PROGRAM

Data quality is an area of concern. It is especially challenging for data collected

Copyright © 2020 Accenture. All rights reserved. 7

KEY SOLUTION THEMES

COMMUNITY POLICIES & PEOPLE & CULTURE LEADERSHIP RIGOR IN

Copyright © 2020 Accenture. All rights reserved. 8

KEY INSIGHTS INTO DATA CAPABILITIES

INSIGHTS & VALUE REALIZATION

Copyright © 2020 Accenture. All rights reserved. 9

Copyright © 2020 Accenture. All rights reserved. 10

CGIAR IS AT LEVEL 3 WITH ROOM FOR IMPROVEMENT

DMMA MATURITY SCORECARD

DATA ARCHITECTURE 3.7 3.7 5

Current State Future State

DATA INTEROPERABILITY 3.0 3.0 5

Current State Future State

DATA QUALITY 3.4 3.4 5

Current State Future State

DATA GOVERNANCE 3.1 3.1 5

Current State Future State

DATA SECURITY 3.0 3.0 5

Copyright © 2020 Accenture. All rights reserved. 12

DMMA MATURITY SCORECARD

ANALYTICS STRATEGY 1.7 1.7 5

Current State Future State

DATA VISUALIZATION & 2.8 2.8 5

HUMAN AUGMENTED AI 0.7 0.7 5

Current State Future State

DATA VALUE TRACKING 2.6 2.6 5

Current State Future State

DATA DRIVEN BUSINESS MODEL 4.0 4.0 5

Copyright © 2020 Accenture. All rights reserved. 13

CAPABILITY HEAT MAP

Info not available

Copyright © 2020 Accenture. All rights reserved. 14

Copyright © 2020 Accenture. All rights reserved. 15

GAP ANALYSIS REPORT FOR RESEARCH DOMAIN

Copyright © 2020 Accenture. All rights reserved. 16

GAP ANALYSIS REPORT FOR RESEARCH DOMAIN

Analytics is not strategized at a Center or System level

Visualization & Self-service analytics should be available to researchers

Human Augmented AI This capability is at a nascent stage and no policies

Data is available for analysis and hence the relatively

Copyright © 2020 Accenture. All rights reserved. 17

Opportunity lost for cross-project

NO COMMON Technology platform to store and

Copyright © 2020 Accenture. All rights reserved. 18

FUNDING Often budget is available for DM, but it

Copyright © 2020 Accenture. All rights reserved. 19