Bettys and Taylors

Optimising Data Opportunities

Sector
- Private Sector

Beautiful tea rooms, handmade cakes, traditional bread, proper tea and top quality coffee. They are the business behind Yorkshire Tea, Taylors of Harrogate coffee and the famous Bettys Café Tea Rooms.

Bettys & Taylors of Harrogate is an independent family business, passionate about some of the finer things in life

The Challenge

Bettys were seeking to implement a new group-wide ERP system and wanted to ensure that data assets were managed effectively and securely throughout. The challenge was to create a framework whereby data would be cleansed ahead of migrating it, not just as a point in time fix, but to establish a new baseline from which further enhancements could be made to deliver and maintain data as a much more valuable asset to the organisation. To drive a “decisions driven by data” culture.

Leading Resolutions advised Bettys on data strategy, leading an exercise to establish increased data governance both for the immediate migration and for the longer term.

The Solution

Our approach was to break the project down into three workstreams to enable rapid and sustainable progress, recognising interdependencies whilst still moving forward at pace:

Establish the data management strategy

We assessed the data maturity and created a 5-year data roadmap, aligned to digital strategy and business objectives.

This was achieved by applying our data maturity assessment methodology, involving structured interviews with stakeholders and analysis of collateral. Working with senior stakeholders we established a shared view as to where they wanted to be in 2- and 5-years’ time and determined the target maturity levels. The baseline was assessed, and current data maturity was scored. We then created the Data Management Strategy and a roadmap for delivery.

Establish data governance model and run Proof of Concept for the ERP Project

This workstream designed the data security strategy and framework to support the complex, group-wide ERP implementation at Bettys.

Data had to be moved from multiple disparate systems into one organisation-wide ERP; all product, employee and customer information would be pulled into a single platform. To add further risk, there was little documentation of existing data, or defined governance and standards. To de-risk, we ran a proof of concept in the customer data arena to test out processes. Our Data Steward began classifying data, working with the project teams to analyse and cleanse data and carry out validation activities as part of the ERP programme. The data security design encompassed governance, mapping, ownership and change control. We worked with the business and IT to understand current capability and processes and subsequently defined how data assets would be strategically managed, embedding a sustainable process with appropriate governance to reduce operational security risks.

Develop the document management strategy

We undertook further analysis to map out the document repositories such as SharePoint, noting key pain points and functional requirements.

We developed a document management strategy which included a set of principles, reference architecture, metadata strategy, tooling options and implementation plan.

The Results

The Data Governance framework defines responsibilities and controls designed to sustain the quality of data cleansed during the multi-year ERP programme implementation. Therefore, the investment in data migration as part of this change initiative results in long term benefits of high-quality data, such as improved customer insight and reduced time to market for new product development.

A cultural shift has been achieved, as key representatives within the business now clearly understand the fundamental need to actively manage data as a BAU activity. A new core team of Data Business Partners are leading the way to establish data standards and best practice for ongoing continuous improvement and compliance activity.

The uplift in data management capability is being tracked and guided by the 5-year Data Management strategy and maturity model, through regular reporting against key milestones.