Your boss is not supportive of data governance. What do you do to make them see the value?

The first step is not just understanding why they are not supportive, it is about understanding what their goals are as well. For many people the field of data governance is an unknown. Consequently they will not be able to see how DG will facilitate achieving their goals. You will need to help them make that translation. This requires an understanding of the person across from you, whether it is your boss or anyone else who is not supportive of DG. Also, it is important to realize that "not supporting" is not the same as "resisting". However, although the words should not be used interchangeably, the approach to deal with either can be similar. It often comes down to answering the question "what's in it for me?".

Just presenting opposing arguments won't be effective. Instead, provide simple and understandable insights that make it easy to discuss. Offer small tests that don't require many resources to run, focusing on key pain points like control or performance improvement. Visualize, visualize, visualize. Many business managers may not be super familiar with raw data processing concepts. Make it easier for them to access by visualizing the process and results." These points emphasize the importance of simplicity, practical demonstrations, and visualization to make the case for data governance more compelling and easier for your boss to grasp.

Acredito ser útil identificar problemas relacionados a perda financeira na organiza??o, onde verifica-se, se essa perda reflete problemas envolvendo dados. Exemplo prático, realizar o levantamento de processos judiciais acionados por clientes, que n?o receberam ou a entrega de seus produtos foram prejudicadas, por conta de erros de dados cadastrais.

Formulate a Business Value calculator and articulate the value delivered . Prove using facts/data points to prove productivity improvements, cost of non compliance(penalties), opportunity costs(delayed decision making) - just to share few examples.

When dealing with a boss who is skeptical about data governance, it's crucial to demonstrate the tangible risks associated with neglecting this critical aspect. Presenting multiple examples of potential costs in the event of a data breach can be persuasive. Illustrate the financial repercussions, including regulatory fines, legal expenses, and potential loss of customer trust. Emphasize the impact on the company's reputation, customer retention, and overall business continuity. By highlighting these concrete consequences, you aim to make a compelling case for the essential role that robust data governance plays in safeguarding the company's assets, reputation, and long-term success.

Ideally, the value of data governance should be demonstrated by concrete and quantifiable business cases. An example: In a proof of concept with 20 data analysts, the time required to search for data has been reduced from one day to an average of 30 minutes, resulting in annual cost savings of <insert your amount>. If it is not possible to implement a demo use case in your own company, external references can be used.

There’s no question that data governance can help streamline rather than impede operational efficiencies. However, economic impact and accelerating against strategic goals is the most effective way to demonstrate impact and value. Rather than focusing on tactical improvements, such as streamlining the number of days it takes to add a new vendor, your CFO and Head of Supply Chain will embrace data governance as a discipline to optimize business processes such as: Days Payable Outstanding, Strategic Sourcing, Global Spend, Inventory Optimization, and Supplier Risk Management. Show the data and tie it to the process and insights that your business champions care most about.

1) Select 1-3 Cases to Present: These could include examples such as: Saving time and money by speeding up processes. Enhancing convenience and security, leading to increased satisfaction. 2)Use Numbers. Business leaders measure things with numbers Example: "The quality of X improved by 40% after implementing XY for a specific time period." By focusing on a few key cases with tangible benefits, supported by numbers where possible, you can make a more compelling and concrete argument for the value of data governance.

Positioning Data Governance as a strategic asset requires aligning its principles with the company's overarching vision. Communicate the impact of effective data management on achieving business goals, emphasizing enhanced decision-making, reduced risks, and improved operational efficiency. Showcase success stories of organizations that leveraged Data Governance for strategic advantage. Emphasize its role in ensuring compliance, fostering innovation, and cultivating a data-driven culture. Present a clear roadmap demonstrating how Data Governance aligns with long-term objectives, instilling confidence in your boss that investing in this strategic asset is a proactive move towards sustainable growth and success.

This goes hand in hand with "Show the impact". Typically, you can start with your data governance initiative in many different areas and domains. Make sure you focus on things that matter to your boss, which typically are things their boss cares about. This might mean picking activities/areas you consider to be of lesser value over ones that you'd prefer doing first. Of course, this does not mean that you should forego good practices or abandon strong foundations. Just make sure your hesitant boss has a strong story to share with their peers and management. The latter will also help get more senior leadership buy-in to expand your efforts.

Getting an executive sponsor is easy; keeping one is hard. To support executives as well as their organizations, the business must be engaged in a way where they can see the inextricable link between data, business process optimization, and analytical insights. Oh yes, and AI too. The Chief Revenue Officer (CRO) and Chief Marketing Officer (CMO) need to understand the data that unlocks insights into markets, new product, introduction, trade promotion, effectiveness, campaign and cross selling and up selling. They will need data to optimize customer profitability analysis, or product profitability analysis. Make these connections between data and the outcomes that your executives are pressured to deliver.

Business pain points are the concerns shared by all teams involved. Collect as much feedback as possible on: - What changes they would like to see. - The improvements they expect. - Obstacles they currently face. - Solutions they have tried before. - Whether they would support your approach. THEN: Refine this feedback to prioritize and set your overall goals. Having a data governance process that meets the majority of stakeholders' goals would encourage their support for your project

In my role at Aramco as a BA, when faced with the challenge of convincing my manager, who came from an operational background, about the importance of data governance, I took a strategic approach. First, I identified key stakeholders and involved them in the process. Through informal meetings and presentations, I convinced the team about the tangible/operational benefits of data governance. Using real-world examples and case studies relevant to our industry, I demonstrated the potential impact on decision-making and overall business performance. By illustrating how data governance contributes to long-term success. Finally, with their support, I successfully garnered support and collaboration from my manager, bridging the gap we once had.

This point is still one that get missed all the time. It's great to want to implement governance principles, if the right players aren't at the table, how successful will they be? On the flip side the of equation, upper management has to be engaged throughout the entire process, otherwise they won't understand the amount of thsr goes into successfully implementing governance principles.

In my experience, starting small is key to successful data governance. Begin with a pilot project targeting a specific data domain or business process. Measure results, benefits, and lessons learned. Address challenges and risks as they arise. Scaling up gradually demonstrates value and feasibility effectively.

Run small tests here and there in order to: - Confirm the priority of your project objectives. - Collect initial data for performance measurements. - Predict potential risks. - Refine the documentation process for the larger project. -Showcase initial small results as proof of concept.

Data governance projects involve recurrent iterations and improvements. It's not always straightforward. Here's what you can do: - Celebrate small successes along the way. - Gather feedback after each major release or milestone. -Involve more stakeholders and team members to participate with new ideas. -Discuss the potential for scalability

Few more steps to consider :- 1.Major companies do not support this due to Budget. Present a cost-benefit analysis demonstrating that the long-term advantages of data governance justify its initial investment. 2.Ensure alignment of the governance roadmap with your boss's strategic goals and priorities to underscore its relevance and importance. 3.Embrace your boss's feedback and concerns, and adjust your approach accordingly. 4.Be persistent and patient to convince your boss as change is a gradual process that demands continuous advocacy. 5.Most important point is "Exemplify dedication and commitment".

Get or create a data dictionary that lists your data ATTRIBUTES, their definitions, the entities to which they belong, and the systems containing those attributes. Import the data dictionary to an analytics tool like Power BI, and use it to create a metamodel that you can use to SEE where your data is, what data is required to answer which questions, who owns that data and who is the owner of the DATA ATTRIBUTE.

If my boss isn't supportive of data governance, I'd start by understanding their concerns. Then, I'd gather evidence of its benefits: improved data accuracy, compliance, and decision-making. I'd present case studies and a business case outlining potential ROI. Offering to start small with a pilot project can demonstrate value. Addressing misconceptions and emphasizing long-term benefits is key to building trust and alignment with organizational objectives.

Quantify the ROI: If possible, quantify the return on investment (ROI) of implementing data governance by estimating the potential cost savings, revenue growth, risk reduction, and other measurable benefits. Presenting concrete data and financial projections can help make a compelling case to your boss.