Data Transformation Journey: Lessons from Sub-Zero
Technology Category
- Cybersecurity & Privacy - Identity & Authentication Management
- Platform as a Service (PaaS) - Application Development Platforms
Applicable Industries
- Education
- Equipment & Machinery
Applicable Functions
- Procurement
Services
- Cloud Planning, Design & Implementation Services
- Training
About The Customer
Sub-Zero is a family-owned private company with about 2,600 employees. It started as a refrigeration company in the 1940s. In 2000, they added the Wolf Range Company which manufactures domestic cooking appliances and they expanded again in 2018, by adding the Cove brand of dishwashing equipment. The company is a leading American-based manufacturer of premium kitchen equipment. The company was looking to transform into a more data-driven organization and needed a new, enterprise-encompassing data environment that had comprehensive data governance and could incorporate powerful new data technologies.
The Challenge
Sub-Zero, a leading American-based manufacturer of premium kitchen equipment, was facing challenges in transforming into a more data-driven organization. The company, which started as a refrigeration company in the 1940s and expanded into cooking appliances and dishwashing equipment, needed a new, enterprise-encompassing data environment. This environment needed to have comprehensive data governance and incorporate powerful new data technologies, such as Microsoft’s Power BI and Snowflake on the Azure Cloud. The challenge was to win over business users, find enthusiastic data owners and stewards, enable them with requests, ideas and workshops, and bring data governance to the data governance group itself.
The Solution
Justin Swenson, the company’s Data Governance Lead, outlined specific “lessons learned” during the transformation process. Firstly, he emphasized the importance of telling relatable and applicable stories to win over business users, showing them the value of data governance. Secondly, he highlighted the need to identify enthusiastic data owners and stewards who could drive the program forward. Thirdly, he suggested enabling data owners and stewards by requesting things from them, giving them ideas and running workshops. Fourthly, he stressed the need for data governance within the data governance group itself. Fifthly, he recommended treating data governance like a product and adopting the newest and latest data governance methodologies. Lastly, he advised a gradual approach to the transformation process, starting slow and picking up speed over time. Additionally, he recommended investing in a dedicated, well-trained technical staff for the data information platform.
Operational Impact
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