How to make an impact by delivering on the Data Governance agenda, even when you are on the “other” side of the organization, i.e within Technology teams?
In contrast to popular opinions that data governance must be on the business side, many governance leaders are within IT.
Here are some of my thoughts on how to approach this scenario:
1. It is not all bad. Forget broader opinions and do what you can in your role. What really matters is that you are able to work closely with people across Business and Technology teams to create results.
2. Identify at least two sponsors, so you will be left with at least one in case one person leaves the company or loses leverage. This happens all the time in the midst of programs, and you do not want to be going back to justify spend and procuring support for the initiative.
3. Never speak governance terms. Those are mostly activities that not many care about, or won’t understand, or find it too complex and ignore. Instead, focus on answering what’s in it for them. (make money, save money, reduce work/rework, look great as an early adopter (yes, this still works and is important))
4. Look for great talent within the company and sell the idea to attract them to your team. You need a combination of business, technology, architecture, PR/marketing, project skills. Recruit only people who want to learn. The “know-it-all” types are usually a hindrance more than a help.
5. Merge requirements from 2 or more projects – Broader coverage, overlapping needs, wider SME engagement. This will ensure that you are also bringing up the typical issues around consensus, approval, etc. Additionally, when your stakeholders and users see their peers in other business units succeed from the governance programs, they engage willingly.
October 19, 2020