You're navigating Data Governance challenges. How can you address stakeholder resistance effectively?

Understanding the concerns or pain points of stakeholders is crucial to establishing a data governance framework that works. Having a reliable support system from stakeholders is the foundation and must be built keeping their concerns at the center.

To effectively address stakeholder resistance in Data Governance, it's advisable to take a strategic approach. First, understand the stakeholders' concerns and engage them early in the process. Clearly communicate the business value of data governance, translating technical benefits into outcomes that resonate with their priorities. Drawing on extensive IT experience and certified expertise in data governance, it's important to provide tailored training and foster collaboration across departments to build alignment and ownership. Monitoring progress and adhering to recognized standards such as GDPR are also critical in mitigating risks, protecting the company, and enhancing customer trust while ensuring compliance with regional regulations.

In my opinion, data governance should be incorporated from the outset, much like how security is prioritized in building data platforms and infrastructure. Given the centrality of AGI in contemporary use cases, the reliability and accuracy of AI models hinge on comprehensive training data. Any gaps or, more critically, security vulnerabilities in the data will compromise the reliability of these models. Furthermore, effective management of master data lineage and data lineage is essential. Without these measures, the models' reliability will be diminished.

Changes takes time, especially in big corporations. Start early, especially when all the stakeholders are not even sure they are stakeholders. There is always going to be one party late to the change party... So good to start early. Also do it very loudly so that no one can claim afterwards that you did not include them in the discussions

Now we're talking! One key challenge is that front line associates and leaders don't appreciate how much time and efforts they waste on data availability and quality issues. Starting from a place of echoing their current challenges and how proper governance will make an impact on their work (e.g. better discoverability of data, greater confidence in quality, and generally better transparency) can bring stakeholders on for the ride much more willing and engaged. Further, starting the journey with a few friendlies and presenting their success and measured outcomes to the more reluctant participants has also proven to be a great lever to pull.

Communicating value works best with real-life examples: how searching for data became easier, how did you do it before and how can you do now; how resolution of a data quality issue improved business outcomes; how timeliness of a data delivery supports a certain business process.

Navigating Data Governance can be challenging, especially when faced with stakeholder resistance. A key factor is the fear of the unknown. To address this, it's crucial to offer comprehensive training and resources that demystify the Data Governance framework. By investing in stakeholder skills and building their confidence, you can transform resistance into engagement. Support and clear communication are essential in fostering a culture that values data quality and governance. Empowering your team not only eases the transition but also promotes a proactive approach to data management. #DataGovernance #ChangeManagement #DataQuality

Data Governance (DG) works best when stakeholders engage in the process and when DG practices are distributed across the enterprise. Additionally, many people fear that governance means they will no longer have the ability to use the data as they want. This mindset however can shift when we include end users in data decisions. For me, DG is all about bringing people together to break down silos. For example, the operational system lead may not understand that changing the data type of a field in a table will break multiple reports. By ensuring that accountabilities are known and that everyone has a seat at the table, DG pros foster the collaborative decision making that data requires in order for it to serve the company mission

I like to start with DG committees, engaging everyone to be part of DG definitions and I prefer to hear from them which problems they think Data Governance is blocking them to perform day work, so based on that, use their engagement to resolve the problems to be part of the data governance program outline.

Overcoming data governance challenges often involves overcoming resistance from stakeholders. The following aspects should not be forgotten ... Transparency: share detailed plans and expected outcomes to build trust. Transparent processes help stakeholders recognize the benefits and understand the changes being implemented. Quick wins: Demonstrate the immediate benefits of governance improvements through small, successful projects. Quick wins can help illustrate the value of change and reduce skepticism. Business objectives: Ensure that governance strategies are closely aligned with the company's overall business objectives. This alignment helps stakeholders recognize how governance supports their goals and addresses their concerns.

Stakeholders won’t necessarily understand or have sight of the value data holds in uses that are downstream from the sources from which data is collected, so making sure they recognise and understand the value and importance of those downstream uses to business is absolutely key.

When faced with stakeholder resistance to new Data Governance policies, Leo, a seasoned Data Manager, took a strategic approach. * He initiated a series of workshops to educate stakeholders on the benefits of robust Data Governance, emphasizing how it would enhance decision-making and compliance. * Leo also provided real-life examples of potential risks mitigated by these policies. By actively listening to concerns and demonstrating the value of Data Governance through clear, relatable outcomes, Leo was able to transform resistance into support, ensuring smooth implementation and stakeholder buy-in.