Visual Maps 01–08
Map 1 — Current-State Triad
Recall: CULTURE + OPERATING MODEL + PEOPLE → CURRENT STATE → SATISFACTION / PAIN → DMO NEEDS
Interpretation: Begin with how decisions are made, current structures, and current participants, then ask whether the arrangement produces trusted information and effective outcomes.
Rebuild: Draw three circles: Culture, Operating Model, People. Add current-state questions, then one arrow to business pain/need.
Answer check: include decision norms/committees, centralization/reporting, current owners/SMEs/skills, and business satisfaction questions.
Source: pp. 521–523.
Map 2 — Operating-Model Spectrum
Recall: DECENTRALIZED → NETWORK (+RACI) | CENTRALIZED | HYBRID (COE+BU) | FEDERATED (enterprise+regional layers)
Interpretation: Different models trade local autonomy against enterprise control. They are not a mandatory maturity ladder.
Rebuild: Put the five models on a spectrum and annotate the deciding addition for each.
Answer check: Decentralized=distributed/no owner; Network=+RACI; Centralized=one DMO owner; Hybrid=COE+BU; Federated=enterprise+regional/divisional layers.
Source: pp. 523–527.
Map 3 — Decentralized
Recall: LOB / IT GROUPS → COMMITTEE COLLABORATION → NO SINGLE OWNER
Interpretation: close to local needs and easy to start, but consistency, sustainability, collaborative decisions, and ownership are harder.
Rebuild: several local groups pointing to a committee, with no top owner.
Answer check: show local fit as benefit and consistency/ownership as risk.
Source: pp. 523–524.
Map 4 — Network
Recall: DECENTRALIZED ROLES + RACI (R/A/C/I) → KNOWN CONNECTIONS / ACCOUNTABILITY
Interpretation: formalizes distributed accountability without requiring reporting-line changes.
Rebuild: a web of roles with R/A/C/I labels on connections.
Answer check: preserve decentralization; add documented accountability.
Source: p. 524.
Map 5 — Centralized
Recall: EXEC SPONSOR → DATA MANAGEMENT LEAD → CENTRAL DM FUNCTIONS → BUSINESS / LOB INTERFACE
Interpretation: single formal ownership improves decisions/accountability but can distance specialists from business process knowledge.
Rebuild: one DM lead above the central capabilities, connected outward to business.
Answer check: one organization owns functions; annotate organizational-change and business-context risks.
Source: pp. 524–525.
Map 6 — Hybrid
Recall: STEERING → CENTRAL COE ↔ BU DATA MANAGEMENT TEAMS → BUSINESS + IT
Interpretation: central direction/support coexists with meaningful local accountability.
Rebuild: one COE connected laterally to several BU teams rather than absorbing them.
Answer check: central direction + local focus; risks include COE headcount and priority conflict.
Source: pp. 525–526.
Map 7 — Federated
Recall: ENTERPRISE DMO / COE → DIVISION / REGION DMO GROUPS → LOCAL BUSINESS + IT
Interpretation: federation scales central strategy plus local execution across multiple semi-autonomous parts of a large enterprise.
Rebuild: enterprise layer, then several regional/divisional layers, then local teams.
Answer check: the key addition beyond hybrid is multi-layer regional/divisional structure and complexity.
Source: pp. 526–527.
Map 8 — Best-Fit Selector
Recall: CURRENT STRUCTURE + DECISION STYLE + DIVISION INDEPENDENCE + COMPLEXITY/MATURITY + SCALABILITY → BEST-FIT MODEL
Interpretation: choose the model from enterprise reality, not prestige.
Rebuild: a funnel with the five input families feeding “FIT.”
Answer check: the end state should say FIT, not “centralize everything.”
Source: pp. 527–528.