Sorry, I have work to do

Starting a successful data governance program by establishing a data governance structure is a myth.

In a business environment that is rapidly changing and where the pressure to process larger and larger volumes of data - assuring the quality and availability of data to feed the business decision processes, often in real time - has become a priority, but also a critical challenge, as failure to deliver can develop into a disaster for decision making and implementing business strategies.

This is not compatible with a structure that will include a Steering Committee with the senior executives, a Data Governance Office, a Data Governance Team, and a large number of additional roles, data owners, data stewards, etc. scattered across the business units.

Conclusion, without any value produced we already have a process that can easily involve 20, 50, 70 people – most of them already involved in tasks that are critical to achieving business objectives.

“Sorry, I have work to do” is a frequent answer when we try to engage most of these people in data governance tasks - trying to get this heavy machine to work is a daunting task – if not impossible. This approach is an overwhelming challenge, highly disruptive and prone to failure.

This is a process that needs buy-in from every level of an organization, and it starts with strong executive sponsorship but also from every other stakeholder in the organization, which need to be aligned and committed to the program. But also buy-in from every level and area of an organization and failing to clearly transmit the objectives and benefits of data governance, while inevitably lead to a lack of commitment and involvement.

Adding to this, data governance affects every area of the organization, it affects the balance of power within those areas, added to the introduction of a new element, the data governance team. Enforcing tasks that are out of scope for most of the people involved and without perceived business value.

The key to success is to create value and create value within short time frames.

Considering that the purpose of data is to create business value, data governance must be oriented towards the organization's strategic priorities and key business objectives.

A focused approach that successfully brings together people, process, and technology, backed by a strong executive sponsorship and a close relation with business strategy and objectives and operationalized within an agile framework, starting with small initiatives, more focused and efficient, delivering faster returns and creating awareness across the organization, acting as the motor from within the organization, allowing data governance to gain traction and leverage long-term benefits.