Real Luck Group Brings New Head of Data to Revamp Business Intelligence

Data darling and air control officer. This analogy is not bad. Gary Bar has this to the nobles. He is an experienced data scientist, an executive of C-SUITE, a 30-year veteran who has successfully destroyed data and technology in the money supply industry, and has created a data-led operation network. He is also a rea l-time leader in promotion and execution. We recently spent time with the bar and discussed money proposals and the widespread work programs that his and his colleagues completed with LGIM in the past two years. Before that, about the air control officer ...

"If there is no data administrator, imagine what it will be." This example is an advanced reality for all businesses that pursue the relevance of data and digital technology. There is a basic role in the work of the organization, supporting the improvement of information assets and ensuring the safety, and the new technology and distribution. , You can adjust the work of various functions, from reporting and compliance.

"Especially building a partnership between organizations is very important in creating value in stakeholders. This is the basis of data leaders' success, collaboration, people leadership, success, leadership team as a whole. Based on the ability to ensure consistency, "

Data, technology and financial services

The bar does not know this evolution. In the 30 years of working for a large company, he witnessed how the role of data, human resources, and other technologies has changed, and how important the introduction has increased in response to the growing volatility of the market. I have done it. "In the last 10 years, my job has often been involved in data and analytics," he explains. Investing in data and information technology can increase visibility, speed up the process, deepen your insights to customers, and ultimately increase the value of merchants and shareholders. "

"I think the pace of change is large, and I think it has been characterized by three major development steps in the last 30 years," says the bar. The first phase was technical, with tools and data warehouses. There was a strong awareness that the data was a technical "problem." The second phase is based on regulatory environments, and new dat a-related concepts and policies have significantly emphasized in everything that is considered to be data management. Knowing customers, reporting to regulatory authorities, money laundering and security, data management confidentiality, information, and almost all. Recently, evolution has become more cultural, focusing on human resources, abilities, and data management, and has been focusing on how data is part of the work of everyone.

"In every field, maturity and awareness are increasing, but the ability to optimize the value of data in this field is still very complicated, and there are issues. It is urgently needed to apply the skills learned in the important steps of the data revolution, deeply linked the interests of customers and shareholders, and at the same time focusing on the value we need to achieve. " For the industry, there is no time to draw more value and share from the big data we collect and create. "The focus of LGIM is completely in value engineering. < SPAN> Bar is not unknown to this evolution. In the 30 years I have worked for a large company, what role of data, human resources, and other technology? It has changed so much, and we have witnessed how important the introduction has increased in response to the growing volatility of the market. I did, "he explained. Investing in data and information technology can increase visibility, speed up the process, deepen your insights to customers, and ultimately increase the value of merchants and shareholders. "

Transformation at LGIM

"I think the pace of change is large, and I think it has been characterized by three major development steps in the last 30 years," says the bar. The first phase was technical, with tools and data warehouses. I had a strong awareness that the data was a technical "problem." The second phase is based on regulatory environments, and new dat a-related concepts and policies have significantly emphasized in everything that is considered to be data management. Knowing customers, reporting to regulatory authorities, money laundering and security, data management confidentiality, information, and almost all. Recently, evolution has become more cultural, focusing on human resources, abilities, and data management, and has been focusing on how data is part of the work of everyone.

"In every field, maturity and awareness are increasing, but the ability to optimize the value of data in this field is still very complicated, and there are issues. It is urgently needed to apply the skills learned in the important steps of the data revolution, deeply linked the interests of customers and shareholders, and at the same time focusing on the value we need to achieve. " For the industry, there is no time to draw more value and share from the big data we collect and create. "The focus of LGIM is completely in value engineering. The bar does not know this evolution. For 30 years, he has changed the role of data, human resources, and other technology. However, we have witnessed how important the introduction has increased in response to the growing volatility of the market. He explains. Investing in data and information technology can increase visibility, speed up the process, deepen your insights to customers, and ultimately increase the value of merchants and shareholders. "

"I think the pace of change is large, and I think it has been characterized by three major development steps in the last 30 years," says the bar. The first phase was technical, with tools and data warehouses. There was a strong awareness that the data was a technical "problem." The second phase is based on regulatory environments, and new dat a-related concepts and policies have significantly emphasized in everything that is considered to be data management. Knowing customers, reporting to regulatory authorities, money laundering and security, data management confidentiality, information, and almost all. Recently, evolution has become more cultural, focusing on human resources, abilities, and data management, and has been focusing on how data is part of the work of everyone.

"In every field, maturity and awareness are increasing, but the ability to optimize the value of data in this field is still very complicated, and there are issues. It is urgently needed to apply the skills learned in the important steps of the data revolution, deeply linked the interests of customers and shareholders, and at the same time focusing on the value we need to achieve. " For the industry, there is no time to draw more value and share from the big data we collect and create. "The focus of LGIM is completely in value engineering.

The bar joined LGIM in early 2021. The company is equivalent to 1. 2 billion pm, using a wide range of asset classes and style investment strategies, such as stocks, bonds, real estate, alternative assets, and mult i-color funds on behalf of deposits, retirees, and institutional investors around the world. Legal & amp; amp; amp; General Group's global category that operates assets. LGIM aims to create a better future through responsible investment. To this end, we have established a powerful partnership with customers, achieving a positive and lon g-term result in close cooperation with customers, and developing businesses that respond to rapidly changing world issues. The constant innovation and the industry experience is an important factor in this approach.

As a manager, De Bar, in charge of the Managing Director Derrick Hustier, is in charge of most of the main operating rooms of the LGIM Global Chief Operating Office. I'm doing it. He is in charge of management of strategic operation programs for organizations, including larg e-scale transformation of technology, data, customer service, operations, and strategic target operation models (STOM). STOM is a transformation program aimed at modernizing LGIMs and ensuring the growth and implementation of more scalable and unusual services. The most important points are the introduction of general tools and processes, and existing technology, tools, and data improvement, which allows employees to use their experience and creative potential in a more innovative way. It will be.

"There was no time when data became such a general topic."

People, change and democratisation

Legal and General Investment Management Global Director Gary Bar

"My role is to build, promote, and develop a work environment that focuses on data." This is closely cooperating with teams that straddle business, technology, data, and operations, and the data is in the center of business. LGIM is already a strategy when we join LGIM, which will eventually enhance the value of our customers, build a comprehensive data concept of LGIM. I was doing a vision that I had collaborated with from the beginning of what was the success of the data. We have been working closely in the formulation of visions and missions and business formulas.

"The necessary steps were clear from the beginning. We have the ability to reconstruct the group and reconnect advanced data, and based on it, we have the ability to build a job that succeeds with data. However, we needed to create a compan y-wide operational data model that does not exist at the moment.

"I believe in raw data power, and to expand the user's opportunity through specific use of existing information and deep knowledge, is considered to be the basis for our vision. This is essence. In order to seek fundamental reconstruction like this skill, seek for any stakeholders, understand how to change the consequences and how this result looks. The ability to participate in the compan y-In this time you will achieve the free ownership of data, we will focus on doing it. After that, we have begun to support a company that takes the possible art. "

"In every field, maturity and awareness are increasing, but the ability to optimize the value of data in this field is still very complicated, and there are issues. It is urgently needed to apply the skills learned in the important steps of the data revolution, deeply linked the interests of customers and shareholders, and at the same time focusing on the value we need to achieve. " For the industry, there is no time to draw more value and share from the big data we collect and create. "The focus of LGIM is completely in value engineering.

"How to use the assets of Alpha Platform State Street, leaving the inherited property," says the bar. "In the framework of this strategic change, we will substantially transfer to some of the data management functions to state street. The right person in the information we provide is the right time. It is required to consider a method that can be accessed in an appropriate way, and for example, this alone is based on a more consistent with a wider strategy.

"We can build a data structure to manage all data received from the state street (and other partners in the data ecosystem) in our ensemble framework. After this, it is required, for customer reports, performance specialists, faithful direct responsibilities for reporting and legal claims, more wide digital ambitions, for example, users for customers. ・ It is necessary to associate with further development and strengthening skills.

"My role is to develop, provide and implement a overall vision of LGIM data.

Gary Bar, Director in charge of legal affairs, information, general investment management

User skills are the most important. Thanks to Stom Lugim, employees have become more innovative, more creatively applying personal skills, and gained the possibility of gaining hig h-quality customers. In this process, technology and data play an important role. Regarding the latter, Barrells and his team are focusing on democratization of data throughout the organization, and this collaboration has a decisive meaning in enhancing corporate value. "The main obstacle to unification is to keep all the skills and knowledge necessary for business in the same space, but data is a property that does not belong to business. Therefore, we have appropriate management from the beginning. The focus is on introducing data management into an organization in the managed way. "

"Most of our visions are to create platforms and operational models." We have already made a big progress on the platform and transferred appropriate data to the people and machinery when needed. In this way, they give them the ability to apply the knowledge and information acquired in a fresh and important way; some of the operational models secure effective processes without the process. This is the result of the formation of the complex and the consequences of the data, and how to deal with the data. Is created by assets without friction, manage funds, whether they are data-analysis experts, need it, and who are the sales manager, or anyone else in the organization, and apply it. It flows to those who understand how to do it.

Data and future opportunities

As is the case with any important change program, development is born only from that moment. In this case, the democratization of effective data and the creation of the whole compan y-wide meaning are equally dependent on human resources, collaboration, and true organizational culture. Mr. Bar mentions a certain number of initiatives that contributed to the development of this nuance, to adjust the "news from the center" that introduces new innovative methods of data utilization, and to spread the momentum of changes in business. The company features a practitioner's community, and the establishment of digital technology and a group of advice recommendations. < SPAN> User skills are the most important. Thanks to Stom Lugim, employees have become more innovative, more creatively applying personal skills, and gained the possibility of gaining hig h-quality customers. In this process, technology and data play an important role. Regarding the latter, Barrells and his team are focusing on democratization of data throughout the organization, and this collaboration has a decisive meaning in enhancing corporate value. "The main obstacle to unification is to keep all the skills and knowledge necessary for business in the same space, but data is a property that does not belong to business. Therefore, we have appropriate management from the beginning. The focus is on introducing data management into an organization in the managed way. "

"Most of our visions are to create platforms and operational models." We have already made a big progress on the platform and transferred appropriate data to the people and machinery when needed. In this way, they give them the ability to apply the knowledge and information acquired in a fresh and important way; some of the operational models secure effective processes without the process. This is the result of the formation of the complex and the consequences of the data, and how to deal with the data. Is created by assets without friction, manage funds, whether they are data-analysis experts, need it, and who are the sales manager, or anyone else in the organization, and apply it. It flows to those who understand how to do it.

As is the case with any important change program, development is born only from that moment. In this case, the democratization of effective data and the creation of the whole compan y-wide meaning are equally dependent on human resources, collaboration, and true organizational culture. Mr. Bar mentions a certain number of initiatives that contributed to the development of this nuance, to adjust the "news from the center" that introduces new innovative methods of data utilization, and to spread the momentum of changes in business. The company features a practitioner's community, and the establishment of digital technology and a group of advice recommendations. User skills are the most important. Thanks to Stom Lugim, employees have become more innovative, more creatively applying personal skills, and gained the possibility of gaining hig h-quality customers. In this process, technology and data play an important role. Regarding the latter, Barrells and his team are focusing on democratization of data throughout the organization, and this collaboration has a decisive meaning in enhancing corporate value. "The main obstacle to unification is to keep all the skills and knowledge necessary for business in the same space, but data is a property that does not belong to business. Therefore, we have appropriate management from the beginning. The focus is on introducing data management into an organization in the managed way. "

"In every field, maturity and awareness are increasing, but the ability to optimize the value of data in this field is still very complicated, and there are issues. It is urgently needed to apply the skills learned in the important steps of the data revolution, deeply linked the interests of customers and shareholders, and at the same time focusing on the value we need to achieve. " For the industry, there is no time to draw more value and share from the big data we collect and create. "The focus of LGIM is completely in value engineering.

As is the case with any important change program, development is born only from that moment. In this case, the democratization of effective data and the creation of the whole compan y-wide meaning are equally dependent on human resources, collaboration, and true organizational culture. Mr. Bar mentions a certain number of initiatives that contributed to the development of this nuance, to adjust the "news from the center" that introduces new innovative methods of data utilization, and to spread the momentum of changes in business. The company features a practitioner's community, and the establishment of digital technology and a group of advice recommendations.

Continuing on the topic of effective collaboration, Taru is talking about how close interaction with partner organizations is indeed central to strategy execution. "For us, it is a great privilege to work with various partner organizations. In addition to State Street Alpha, we are working with Cloudera, who is introducing CDP, to uncover the value of data in every space and help users understand how to apply Cloudera's capabilities to visualize data and machine learning. Domino Data Labs helps us create and disseminate more robust models in investments using their family of best-in-class platforms. Infosys is hugely popular in BPO and helps us build advanced, scalable and durable architectures using data. We continue to work with leaders of other organizations who expand the capabilities of democratized ecosystems with their business skills and commitment to the plan.

According to Bharat's vision, such collaboration alignment is considered a key component of long-term spat, especially the relationship between data, technology and business. "My coordination in this regard has been practical and practical every time," he explains. "The choice of technology is the responsibility and role of the technical director, and at the same time, these conclusions must be based on a precise set of claims, including the data design components. The partnership that I support with my colleagues helps to guarantee that the technology partner has a chance to arrange the right choice to realize these claims. Once the implementation is underway, the legal ability of the team to merge data and technology and work together as a whole will be fundamental.

"Collaboration with the business is absolutely different," he says. "When you communicate with stakeholders, the whole point is to tell yourself about it, to justify why they are obliged to be interested in data, to evoke concrete consequences that suffer from visible consequences, and to lapse beyond the subject itself. As a favorite in the data field, an effective story about data is the legal ability to arrest its own knowledge of knowledge and implement it into a practical and actionable vision for senior stakeholders in the commerce - without their help any program to work with data will be ineffective.