Regarding the data quality vs information quality debate, more than 3 times as many people are searching online in engines like Google for advice about data quality as opposed to information quality.

Most expert authors and practitioners label their publications with the term “data”, not information (I accept there are the odd exceptions).

I prefer to start at the bottom of the pyramid, most companies have abysmal data, that’s where I’ll continue to focus my attention. Once we’ve resolved that, and as I’m sure you’ll agree, we have some way to go - then perhaps I’ll shift the focus on to information, knowledge, wisdom etc.

I also agree with your last point. I saw this all the time in the data migration projects I consulted on, my first job was to convince the business to let go of much of their data because in most cases it had little value strategically or operationally but it certainly introduced hidden costs that were substantial.

Nice round-up Mark.

What I love about your posts is the insiders perspective. You’re not quoting from methodologies or text books, it’s “warts and all” experience.

Totally agree with your comments about widening your support group. I’ve seen a lot of personal crusaders, hell I was one once, and it can all fall apart if budget cuts are looming with no-one to fight your corner.

I get your point about revenue. Shareholder perception is often impacted by falling revenues so it pays to protect this but I do think the cost reduction ticket is an evergreen driver to focus on. If executives are witnessing budget cuts anything you can do to strengthen their finances will surely be popular and sometimes revenue generation can take a long time and a convoluted path to flow back into the domain of the executive.

My only other addition to this would be to have several presentations of varying length so you can get to the point as quickly as 3 minutes if required. Sure, have the stats and evidence to dig deeper if required but I’ve sat in on a lot of these type of presentations which just labour on and present way too much information. You need to have that killer hook that can be delivered in the corridor, at the watercooler, anywhere you meet senior sponsors.

Also, really like your point about having data governance focus on one mission critical problem as opposed to just being some blanket methodology which can sometimes get diluted at exec level.

Great content Mark, always look forward to your posts landing in my Inbox.

I think that my favorite line is: “If you are the only one who believes your work is necessary, then it’s not.”

All too often, the rallying cry for an important program like data governance comes from one person’s trumpeting their personal crusade. Although that might seem noble and laudable, if you are an army of one, then everyone will gladly let you be the martyr of your own cause – because it was only your cause.

I wholeheartedly agree with your advice: “You must build relationships with the teams you work with…”

For anyone’s data governance program to be successful, you must search out and find the others in your organization who are screaming into the abyss of (to paraphrase you) the longstanding business problems that data governance can help resolve.

Build your army, plan your attack, and always be ready to adapt – I think that about exhausts my clichés for today.

But seriously, thanks for providing some great data governance advice.

Best Regards…

Jim

Fantastic to see such fresh opportunities across new media and the cloud for the DQ/DG profession, v.exciting times.