As firms try to ramp up their data capabilities to make the best use of their customer data, they are finding a lot wrong with the state of their organization. They lack the skills and knowledge they need; there's little clarity regarding who is supposed to be doing what; and there's painfully little collaboration across organizational boundaries. This is the second report in a two-part series that describes an information management (IM) model that rationalizes data functions and shows how CIOs can use it to map business and technology management roles to those functions.