We then go on to discuss DATUM Information Value Management. The basic idea behind this is that if data is a strategic corporate asset then information management needs to be regarded as strategic also. That in turn means that it needs to be business-driven and motivated and led by business priorities and goals. It is important to have a reusable framework for governing your data that can be re-deployed across multiple business initiatives on an ongoing basis.

The theme for this issue is TRUST, an essential underpinning for the Mutable Enterprise. At the very highest level, TRUST is about all the stakeholders in an organisation being able to sleep at night. This means, for example, the CEO being confident that his/her vision is being executed in day-to-day operations; technicians being confident that their changes will go through without crashing production; auditors being confident that the figures in their regulatory returns are correct; customers being confident that they have bought what they thought they bought and that payment will go through once and once only; and more.

The purpose of the current paper is therefore to examine these issues and, in particular, we focus on the issues that arise when organisations are integrating their mainframe system of record alongside big data implementations.

In this paper, we are going to consider more fundamental issues. Before a CDO can think sensibly about what data the business might want to leverage, whether now or in the future, he or she is going to have to get a handle on the data assets that the company already possesses. In particular, these need to be discovered, understood, governed and secured, all of which are exacerbated by the scale and, especially, by the complexity of your data landscape.

This paper focuses on Storyteller plus particular elements of Blueprint that complement Storyteller.

This White Paper spotlights a significant cost-management opportunity for a typical UK NHS (National Health Service) trust, and one that is comparatively low risk - a "no-brainer" for cost reduction together with service level improvements. In its essentials, it is about automating Clinical Correspondence, using digital recording, sophisticated Voice Recognition, and automated Workflows (as provided, for example, by an established vendor such as Winscribe). This leads to the more efficient utilisation (redeployment or reduction) of existing human resources and considerable savings in the time of expensive consultants and medical staff. Most importantly, it presents this in the context of increasing the operational maturity level of the Trust involved, which enables a 'capability of change' - this relates to the idea of a Mutable Trust, one that can respond to its changing environment in near real-time. Maturity ensures that any changes made do not reduce service levels and are 'sticky' (i.e. are maintained into the future), and continual maturity improvement extends this 'capability of change' to the Trust's operations generally.

This paper should be read by the Board of an NHS Trust and by change managers tasked with delivering cost reduction and operational improvements in the NHS. It will also be of interest to managers actually involved with delivering NHS services - it is presented with a very specific context in mind, but has a more general application.