MediaPrint reinvents itself in terms of data technology

Challenge

• The company is strongly promoting its digital business, but has not yet reached its full potential
• A data audit revealed deficiencies in process design and organizational structure.
• No central process for recording requirements and prioritizing use cases
• Data knowledge is spread across multiple parts of the organization, and responsibilities and capabilities are not clearly defined.

Situation

• The declining importance of the print business requires a further expansion of digital business.
• The investment backlog in the area of data makes it difficult both to expand digital business and to quantify measures.
• The complex stakeholder landscape made it difficult to carry out data projects and initiatives.

Solution

• As part of a comprehensive status quo analysis, more than 20 interviews were conducted and all relevant documents were based on the tried and tested TDI frameworks sighted.
• This analysis formed the basis for Development of an architectural vision, which provides for the centralization and modernization of the data infrastructure along the first developed use cases.
• Specific recommendations for action How, for example, establishing data governance and restructuring the organization, as well as establishing a data governance board including meeting routines and new responsible persons
• The conversion to  Hub & Spoke Modell was initiated and is continuously supported including hiring support

Added value

• Modernization of data infrastructure
• Derivatives of clear recommendations for action
• Establishment of structures and processes

This is how we did it at MediaPrint

Step 1: Audit

First of all, at MediaPrint, we have a audit carried out along our architecture, organization and culture framework. This also resulted in the first use cases, which were carried out in the next 3 steps.

Step 2: Appointment of an Interim Chief Data Officer

Although MediaPrint has a data department, it has so far lacked a strategic data force that pushes the issue of data as an organizational factor. Jonas Rashedi has accepted this role, who now reports directly to management.

Step 3: Data Governance Advanced Module

In the area of culture, it quickly became clear that the next steps had to be taken, which were inseparable from the sector Data Governance correlate. As a result, a data governance board was implemented, which can now continue to develop as the company grows. Together with stakeholders, we have also prepared a mission and vision statement for the data sector.

Step 4: Implement a Modern Data Stack

For both Krone and Kurier, we selected the MVP of a Modern Data Stacks um. This also included the first steps in the area of cookieless tracking, where we use Snowplow as a tool. We developed a modern data infrastructure based on GCP and Google BigQuery. Also the selection process of a Data catalog tools is currently taking place, a Metric Alignment Initiative has been launched and during implementation, we have begun to develop and specify further use cases.