Politics and Data Governance

When one hears the term 'data governance,' what likely comes to mind is a long list of policies regarding compliance, data quality, and data handling.?

But would politics be on that list??

If not, it should be.

Data governance reaches into nearly every corner of an organization, crossing departments, geographical boundaries, and even individual perspectives within the same functional area. Of all the initiatives a company might undertake, data governance is the most sensitive to internal politics and opinions.

The word politics itself is loaded with negative connotations, especially in today's boisterous political climate. This is perhaps even truer in corporate environs, where politics is equated with personal positioning and turf wars—something that obstructs progress rather than sustains it.

Balancing Politics and Policy

Many executives view data governance in the same light as politics: a process to be endured rather than embraced. As one executive mentioned when discussing his company's data governance initiative, "Just don't move my cheese."

Data governance initiatives can be as politically charged as any other corporate project or initiative. Executives and data leaders may be left to wonder: Who’ll get the resources to implement this program? How will the outcome affect my personal positioning? And how will its success or failure impact my career goals?

On a smaller scale, many—if not all—organizations struggle with data silos. Each department, operating behind a virtual moat, maintains its own data sets, workflows, tools, and technologies. A defensive mindset of "keep change out of my area" protects these familiar processes, even when it means patching and duct tape to maintain a frayed connection—at best—with the rest of the network.

Massive inefficiencies. Constant troubleshooting. Misaligned resources. Remind us again why people try to preserve these disconnected states?

But what if, instead of being a source of division and defensiveness, politics—and data governance—could act as a force for inclusion and collaboration?

Data Governance As Culture Warrior

Data governance presents a golden opportunity for everyone—executives to analysts—to leverage and enjoy data as a shared asset. Governance initiatives should be warmly embraced and collaboratively managed. They offer a path to a data-driven culture that values efficiency, continuous improvement, and collective success.

Yet, while we might view this prospect as a vast improvement, it's important to recognize that each department—or individual—may have a different take on what an improvement is or means. In alternative interpretations, technologists, for example, might view solutions like Master Data Management (MDM), advanced analytics, or a specific product or technology as the solution to make things "better."

These divergent views can have an oversized impact on the success or failure of the very initiatives meant to bring about 'better.'

Worse yet, a major source of finger-pointing and aggressive politicking arises when projects fail. These setbacks are typically due to a lack of understanding of the needs or underlying issues the initiative was originally meant to address. Failure is rarely due to new tools or technologies.

What's worse, companies often double down on these missteps, introducing additional new tools or technologies as a cure. Instead, they fuel yet another costly failure in a doom-loop of good intention paired with poor execution.

Some Words of Advice

There are plenty of articles and resources on how to best implement data governance programs out there—no need to add another here. But for the record, corporate politics has a far more significant bearing on the success of governance projects than any list of best practices ever could.

Here are a few time-tested strategies for overcoming political barriers to data governance initiatives.

Strategy #1: Be Agile.

One insight stands out over many years of implementing data governance programs: there is no single solution for success. What works well for one client may not deliver results for another. While some approaches and principles apply broadly, these are the exceptions, not the rule.

Presenting a variety of options rather than one fixed solution is far more constructive. Avoid fixed statements like, "This is the industry standard" or "This is how I always do it." Such comments stifle discussion and objectivity, leaving an impression of inflexibility or dominance that is unlikely to be well-received.

Strategy #2: Learn the Political Landscape

Every data governance initiative operates within its own unique political universe. Your understanding of these dynamics will greatly influence its chances of success or failure.

Here are some tools and strategies to help navigate these political intricacies:

Ask Questions Early. Begin engaging with questions right away, even if only about simple issues. Initiating and exercising open and productive dialogues early will be invaluable later as problems become more complex. It also allows for the discovery of "hidden" politics couched in routine tasks (such as scheduling) that could cause disruptions later.

Hold Pre-meetings. Before the big, official meetings kick off, invite small groups to share their questions and concerns in casual settings. These warm-ups offer a barometer of public opinion and point to potential hotspots of resistance. Moreover, these intimate, relaxed sessions are an excellent venue for building trust and support before larger, more formal gatherings commence.

Keep Strategic Goals Front and Center. Focus on aligning everyone with the strategic goals of the initiative first. This approach reduces political tension by tethering each stakeholder's expected contributions to the organization's larger objectives. It reduces competition and curbs any individual agendas that could derail progress later.

Avoid Mental Labels. Refrain from tagging people as 'supporters,' 'adversaries,' or 'influencers.' Instead, focus on understanding each person's perspective, motivations, and concerns. Allow people time and space to acclimate to change and evolve in their level of contribution and support.

Map Roles and Responsibilities. Outline dedicated roles and responsibilities that respect each participant's authority and function. The more clearly defined the roles, the less overlap and confusion there'll be to inadvertently trigger power struggles or territorial tensions.

Strategy #3: Prioritize Honest Communication

Not to sound like an ethics lecture, but honest conversation is the best therapy for problem-solving. People are usually well aware of issues but hesitant to discuss them for fear of appearing self-serving or pushing a personal agenda. A more effective technique is to frame problems around the processes and data involved rather than focusing on individuals.

It’s also a good idea to avoid using the 'parking lot' method to set issues aside for future resolution. Often, it’s just a way to defer or evade tough conversations, but ultimately, this tactic only delays the inevitable.

Guess that's why they call it a parking lot—no one’s really getting anywhere in it.

The Unavoidable Role of Politics in Data Governance

Ultimately, technical solutions alone rarely guarantee success. Instead, it's maneuvering through the organizational politics—the individual agendas, hidden influences, and differing perspectives—that determines whether an initiative thrives or stalls.?

Politics needn't be seen or treated as a negative force. It can be a powerful tool for aligning diverse stakeholders around a common goal. By embracing agile thinking, investing in genuine engagement, and encouraging honest communication, data governance can shift from a source of division to one of unifying strength. After all, effective data governance isn't just about data; it's about bringing people, processes, and technology together toward shared success.

What political challenges have you encountered in your data governance journey?