To become data-driven, organizations need to establish a rock-solid data culture where everyone recognizes the value of data and takes ownership. One of the keys to supporting and enabling this dynamic in the long run is data governance: clear agreements about the way data is organized and managed throughout the organization, where to find the data for reporting and analytics, and who is responsible. In recent times, data governance tools, like the business glossary & data catalog, (a.k.a. ‘metadata management tool’, ‘data governance tool’, or, more commonly, ‘data catalog’) have proven indispensable parts of a data culture. Here’s why.
 

In recent years, ‘data transparency’ has gained a lot of attention. And it’s not hard to see why: with data playing a decisive role in our lives, we demand to know where information comes from and whether we can trust it. Organizations need to keep a clear overview of all the data they’re collecting as well: not just for compliance, but also to tap into its full potential. Here's where a modern data platform can make all the difference.    

There’s no shortage of solutions today for boosting efficiency, lowering costs, increasing safety, or even exploring entirely new business models in manufacturing. And yet, eleven years after the terms ‘Industry 4.0’ and ‘Factory of the future’ were coined, most companies still find it hard to imagine exactly how these individual tools fit together to solve their unique challenges. By mapping these challenges onto delaware’s Industry 4.0 model and bringing it into practice, our experts Piet Vanwolleghem and Rens Bonnez want to help companies see the forest for the trees.

There’s no industry like the automotive industry: nowhere else is the relationship between OEMs (in this case: car manufacturers) and tier 1 suppliers so critical for long-term business survival. This unique dynamic poses a number of potentially business-breaking challenges. “To become future-proof and ensure business continuation, automotive players need not only to understand these challenges. They must also be able to measure their progress on specific KPIs,” argues delaware’s automotive expert Glenn Huybrechts, who developed a unique KPI framework based on three pillars.