Data Governance During Organizational Change

This is a continuation of the Lightweight Data Governance series, but very much applies to formal data governance as well. I even find myself using formal terms like Data Steward and Executive Sponsor below, so it definitely applies to both.

One of the most frustrating areas of Data Governance is organizational change. Companies change because of growth, change because of decline, change because of new opportunities, but the result is that executives turn over rapidly. At times of transition, you must be proactive and communicate the value that Data Governance brings to your organization.

Business Turnover - Data Stewards

You’ve spent the last year or two collecting data stewards who know the business, and aren’t afraid to tackle the difficult data and process issues at the company. Then one of your favorites leaves. Has anyone else noticed the “Going POCO” trend? Pursuing Other Career Opportunities? In some cases, we never know if the resource was fired or quit. I guess it shouldn’t matter, but I know I’m always curious.

This case will show how well you’ve built relationships at your company. Do you already know other colleagues in the department you can invite into the Data Governance role? Have you educated the executives so they understand that Data Governance was an key element of the departing employee’s responsibilities? If not, it’s time to get cracking.

Technology Turnover - Systems Owners

This one has given me the most headaches. You’ve finally got your projects on the technology team’s roadmap and have communicated it to all the right people. And then they leave the company. The difference here is that you’re not just talking about one individual, but a commitment to spend valuable time and resources on your projects.

This situation requires you to communicate with the new owner, and introduce the value of the work. As in the example above, it would also help if you’d built relationships with others in the technology group. You may even luck out, and already know the new owner! That’s obviously the best case scenario. If not, reach out and introduce yourself and your work. Keep in mind that Data Governance work provides value to the system owners since it increases the end user perception of how well they are doing their job.

High Level Executive Turnover - Executive Sponsors

When someone in your departement’s leadership team moves on, or if one of your data steward’s executives leaves the company, you will need to begin building a new relationship. Communication to the exective level is all about value and solving business problems. Don’t get bogged down in the details. Most executives don’t care how you will solve their problem, just that you understand it and have a way to fix it. If you find yourself showing architecture diagrams and explaining Master Data Management (MDM) theory, start over. You’re at the wrong level of detail. Instead, show them the money! How will you reduce cost, drive revenue, or fix a compliance issue? Answer those questions, and new executive sponsorship shouldn’t be an issue.