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David Loshin

Welcome to my BeyeNETWORK Blog. This is going to be the place for us to exchange thoughts, ideas and opinions on all aspects of the information quality and data integration world. I intend this to be a forum for discussing changes in the industry, as well as how external forces influence the way we treat our information asset. The value of the blog will be greatly enhanced by your participation! I intend to introduce controversial topics here, and I fully expect that reader input will "spice it up." Here we will share ideas, vendor and client updates, problems, questions and, most importantly, your reactions. So keep coming back each week to see what is new on our Blog!

About the author >

David is the President of Knowledge Integrity, Inc., a consulting and development company focusing on customized information management solutions including information quality solutions consulting, information quality training and business rules solutions. Loshin is the author of The Practitioner's Guide to Data Quality Improvement, Master Data Management, Enterprise Knowledge Management: The Data Quality Approachand Business Intelligence: The Savvy Manager's Guide. He is a frequent speaker on maximizing the value of information. David can be reached at loshin@knowledge-integrity.com or at (301) 754-6350.

Editor's Note: More articles and resources are available in David's BeyeNETWORK Expert Channel. Be sure to visit today!

In an conversation earlier today, Michael Hawksworth, president of MSS Technologies commented (and I am paraphrasing) that "every business has one primary performance metric," suggesting that all other performance or productivity measurements all ultimately rolled up into that primary metric. This concept immediately resonated with me, as many of our own consulting engagements involve working with the client to articulate their business objectives and to look at how poor data quality impacts achieving those objectives.

I have never been a fan of corporate "mission statements," since most of them are bloated, self-important ramblings about how much the company cares for its employees. However, if a company could clearly define its mission statement in terms of its core business objective, then the senior managers could at the same time qualify that performance metric, and articulate a strategy for how all activity rolls up into that metric. Of course, this would simplify reporting also, as these guidelines would, by default, also describe the process for building business cases for any kind of technology investment. An interesting idea...

Posted November 16, 2005 3:01 PM
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