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Establish Data Governance

Deliver measurable business value.

  • Organizations are faced with challenges associated with changing data landscapes, evolving business models, industry disruptions, regulatory and compliance obligations, as well as changing and maturing user landscapes and demands for data.
  • Although the need for a data governance program is often evident, organizations often miss the mark.
  • Your data governance efforts should be directly aligned to delivering measurable business value by supporting key strategic initiatives, value streams, and underlying business capabilities.

Our Advice

Critical Insight

  • Your organization’s value streams and their associated business capabilities require effectively governed data. Without this, you may experience elevated operational costs, missed opportunities, eroded stakeholder satisfaction, and exposure to increased business risk.
  • Ensure your data governance program delivers measurable business value by aligning the associated data governance initiatives with the business architecture.
  • Data governance must continuously align with the organization’s enterprise governance function. It should not be perceived as a pet project of IT, but rather as an enterprise-wide, business-driven initiative.

Impact and Result

Info-Tech’s approach to establishing and sustaining effective data governance is anchored in the strong alignment of organizational value streams and their business capabilities with key data governance dimensions and initiatives. Info-Tech's approach will help you:

  • Align your data governance with enterprise governance, business strategy, and the organizational value streams to ensure the program delivers measurable business value.
  • Understand your current data governance capabilities and build out a future state that is right-sized and relevant.
  • Define data governance leadership, accountability, and responsibility.
  • Ensure data governance is supported by an operating model that effectively manages change and communication and fosters a culture of data excellence.

Establish Data Governance Research & Tools

1. Data Governance Research – A step-by-step document to ensure that the people handling the data are involved in the decisions surrounding data usage, data quality, business processes, and change implementation.

Data governance is a strategic program that will help your organization control data by managing the people, processes, and information technology needed to ensure that accurate and consistent data policies exist across varying lines of the business, enabling data-driven insight. This research will provide an overview of data governance and its importance to your organization, assist in making the case and securing buy-in for data governance, identify data governance best practices and the challenges associated with them, and provide guidance on how to implement data governance best practices for a successful launch.

2. Data Governance Planning and Roadmapping Workbook – A structured tool to assist with establishing effective data governance practices.

This workbook will help your organization understand the business and user context by leveraging your business capability map and value streams, develop data use cases using Info-Tech's framework for building data use cases, and gauge the current state of your organization's data culture.

3. Data Use Case Framework Template – An exemplar template to highlight and create relevant use cases around the organization’s data-related problems and opportunities.

This business needs gathering activity will highlight and create relevant use cases around data-related problems or opportunities that are clear and contained and, if addressed, will deliver value to the organization. This template provides a framework for data requirements and a mapping methodology for creating use cases.

4. Data Governance Initiative Planning and Roadmap Tool – A visual roadmapping tool to assist with establishing effective data governance practices.

This tool will help your organization plan the sequence of activities, capture start dates and expected completion dates, and create a roadmap that can be effectively communicated to the organization.

5. Business Data Catalog – A comprehensive template to help you to document the key data assets that are to be governed based on in-depth business unit interviews, data risk/value assessments, and a data flow diagram for the organization.

Use this template to document information about key data assets such as data definition, source system, possible values, data sensitivity, data steward, and usage of the data.

6. Data Governance Program Charter Template – A program charter template to sell the importance of data governance to senior executives.

This template will help get the backing required to get a data governance project rolling. The program charter will help communicate the project purpose, define the scope, and identify the project team, roles, and responsibilities.

7. Data Governance Policy

This policy establishes uniform data governance standards and identifies the shared responsibilities for assuring the integrity of the data and that it efficiently and effectively serves the needs of your organization.

8. Data Governance Exemplar – An exemplar showing how you can plan and document your data governance outputs.

Use this exemplar to understand how to establish data governance in your organization. Follow along with the sections of the blueprint Establish Data Governance and complete the document as you progress.


Member Testimonials

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.

9.3/10


Overall Impact

$98,231


Average $ Saved

38


Average Days Saved

Client

Experience

Impact

$ Saved

Days Saved

Lifeway Christian Resources

Guided Implementation

9/10

$32,499

23

Waterloo Region District School Board

Workshop

10/10

N/A

N/A

* note - unable to determine time/financial impact at this time Fantastic facilitation - excellent engagement with our team - applicable templat... Read More

Natco Home Group

Guided Implementation

10/10

N/A

N/A

Great discussion with Usman Lakhani regarding data conference and also data classification. Not sure of the hours and dollars impacted yet, but I ... Read More

Winnipeg Airports Authority Inc.

Workshop

10/10

$200K

20

Paul was an amazing facilitator, it was clear that he understands and is passionate about data & data governance. The take-away materials are very ... Read More

Central California Alliance for Health

Guided Implementation

10/10

$259K

100

Crystal's knowledge and experience were clear. She was able to galvanize the teams and to clarify what data governance is all about and why we nee... Read More

Central California Alliance for Health

Workshop

10/10

$129K

120

Crystal was great. She was able to cover a large amount of material in a limited amount of time. Crystal was able to level set the entire team a... Read More

Feed The Children, Inc.

Workshop

10/10

N/A

N/A

Paul did a great job of facilitating the workshop and keeping all participants engaged on a topic that the collective group had very little knowled... Read More

Goodwill Industries of Middle Tennessee, Inc.

Guided Implementation

8/10

$11,699

20

Milwaukee County Department of Administrative Services – Information Management Division (DAS-IMSD)

Workshop

10/10

$64,999

120

Igor was able to adapt to our specific needs without compromising the effectiveness of the workshop. This workshop has supported our team in moving... Read More

Gillette Children's Specialty Healthcare

Workshop

10/10

$519K

50

The best was having a partner marching through this process to see how it all connects together. four days was a lot. But there was a lot of ground... Read More

California Department of Social Services

Workshop

10/10

$129K

65

Paul did a fantastic job facilitating our conversation and helping us identify our vision, missions, and roadmap for moving forward with our data g... Read More

General Conference of Seventh-day Adventists

Guided Implementation

10/10

N/A

N/A

The tools and explanations were very helpful. We appreciated the conversations where you listened and adapted and advised based on our specific needs.

Oregon Parks And Recreation Department

Guided Implementation

9/10

$2,599

5

The President and Fellows of Harvard College, a Massachusetts nonprofit corporation, acting by and through Harvard Business School

Workshop

9/10

$389K

100

From pre-planning, until the last day of the workshop, it felt as if InfoTech was a true partner with us. Paul was terrific at letting the ener... Read More

BC Energy Regulator

Workshop

9/10

N/A

20

It was excellent to have the facilitated process with the right people in the room to develop a shared understanding of different aspects of the da... Read More

California Department of Housing & Community Development

Workshop

7/10

$24,699

10

Dataprise Inc.

Guided Implementation

9/10

$10,399

60

The best was the expert helped narrow down what I need to do in the short term and gave me a starting point. The worst I guess is I still have que... Read More

Allegheny College

Guided Implementation

9/10

$2,599

5

Angola LNG

Guided Implementation

10/10

$2,469

20

Infotech Tools really save time and improve productivity during the project. There are no worst parts based on my experience.

Uber Technologies, Inc.

Guided Implementation

8/10

$1.3M

20

Smile Train

Workshop

10/10

$64,999

60

I must say it was an exceptionally positive and enlightening experience. The workshop was not only well-organized but also tailored to meet the spe... Read More

Data Recognition Corporation

Guided Implementation

10/10

$32,499

10

Ampath Trust

Guided Implementation

10/10

$32,499

60

State of New Mexico - New Mexico Department of Public Safety

Guided Implementation

10/10

N/A

120

I appreciated Crystal's expertise in Data Governance and the discovery discussion. Very helpful.

Caribbean Public Health Agency

Guided Implementation

9/10

$2,599

1

The consultant provided valuable expertise, objectivity, and specialised knowledge that would assist us in establishing our data governance practic... Read More

Delta Dental Plan Of Colorado

Guided Implementation

10/10

$97,499

20

Crystal was very good at explaining topics and giving us directioni

Milwaukee County Department of Administrative Services – Information Management Division (DAS-IMSD)

Guided Implementation

10/10

$11,699

32

Langara College

Guided Implementation

10/10

N/A

20

Environment and Climate Change Canada

Guided Implementation

10/10

$16,000

18

BDO Canada LLP

Workshop

10/10

$10,000

10


Workshop: Establish Data Governance

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Establish Business Context and Value

The Purpose

  • Identify key business data assets that need to be governed.
  • Create a unifying vision for the data governance program.

Key Benefits Achieved

  • Understand the value of data governance and how it can help the organization better leverage its data.
  • Gain knowledge of how data governance can benefit both IT and the business.

Activities

Outputs

1.1

Establish business context, value, and scope of data governance at the organization

1.2

Introduction to Info-Tech’s data governance framework

1.3

Discuss vision and mission for data governance

1.4

Understand your business architecture, including your business capability map and value streams

1.5

Build use cases aligned to core business capabilities

  • Sample use cases (tied to the business capability map) and a repeatable use case framework
  • Vision and mission for data governance

Module 2: Understand Current Data Governance Capabilities and Plot Target-State Levels

The Purpose

  • Assess which data contains value and/or risk and determine metrics that will determine how valuable the data is to the organization.
  • Assess where the organization currently stands in data governance initiatives.
  • Determine gaps between the current and future states of the data governance program.

Key Benefits Achieved

  • Gain a holistic understanding of organizational data and how it flows through business units and systems.
  • Identify which data should fall under the governance umbrella.
  • Determine a practical starting point for the program.

Activities

Outputs

2.1

Understand your current data governance capabilities and maturity

  • Current state of data governance maturity
2.2

Set target-state data governance capabilities

  • Definition of target state

Module 3: Build Data Domain to Data Governance Role Mapping

The Purpose

  • Determine strategic initiatives and create a roadmap outlining key steps required to get the organization to start enabling data-driven insights.
  • Determine timing of the initiatives.

Key Benefits Achieved

  • Establish clear direction for the data governance program.
  • Step-by-step outline of how to create effective data governance, with true business-IT collaboration.

Activities

Outputs

3.1

Evaluate and prioritize performance gaps

3.2

Develop and consolidate data governance target-state initiatives

  • Target-state data governance initiatives
3.3

Define the role of data governance: data domain to data governance role mapping

  • Data domain to data governance role mapping

Module 4: Formulate a Plan to Get to Your Target State

The Purpose

  • Consolidate the roadmap and other strategies to determine the plan of action from Day One.
  • Create the required policies, procedures, and positions for data governance to be sustainable and effective.

Key Benefits Achieved

  • Prioritized initiatives with dependencies mapped out.
  • A clearly communicated plan for data governance that will have full business backing.

Activities

Outputs

4.1

Identify and prioritize next steps

  • Initialized roadmap
4.2

Define roles and responsibilities and complete a high-level RACI

  • Initialized RACI
4.3

Wrap-up and discuss next steps and post-workshop support


Establish Data Governance

Deliver measurable business value.

Executive Brief

Analyst Perspective

Establish a data governance program that brings value to your organization.

Picture of analyst

Data governance does not sit as an island on its own in the organization – it must align with and be driven by your enterprise governance. As you build out data governance in your organization, it’s important to keep in mind that this program is meant to be an enabling framework of oversight and accountabilities for managing, handling, and protecting your company’s data assets. It should never be perceived as bureaucratic or inhibiting to your data users. It should deliver agreed-upon models that are conducive to your organization’s operating culture, offering clarity on who can do what with the data and via what means. Data governance is the key enabler for bringing high-quality, trusted, secure, and discoverable data to the right users across your organization. Promote and drive the responsible and ethical use of data while helping to build and foster an organizational culture of data excellence.

Crystal Singh

Director, Research & Advisory, Data & Analytics Practice

Info-Tech Research Group

Executive Summary

Your Challenge

The amount of data within organizations is growing at an exponential rate, creating a need to adopt a formal approach to governing data. However, many organizations remain uninformed on how to effectively govern their data. Comprehensive data governance should define leadership, accountability, and responsibility related to data use and handling and be supported by a well-oiled operating model and relevant policies and procedures. This will help ensure the right data gets to the right people at the right time, using the right mechanisms.

Common Obstacles

Organizations are faced with challenges associated with changing data landscapes, evolving business models, industry disruptions, regulatory and compliance obligations, and changing and maturing user landscape and demand for data. Although the need for a data governance program is often evident, organizations miss the mark when their data governance efforts are not directly aligned to delivering measurable business value. Initiatives should support key strategic initiatives, as well as value streams and their underlying business capabilities.

Info-Tech’s Approach

Info-Tech’s approach to establishing and sustaining effective data governance is anchored in the strong alignment of organizational value streams and their business capabilities with key data governance dimensions and initiatives. Organizations should:

  • Align their data governance with enterprise governance, business strategy and value streams to ensure the program delivers measurable business value.
  • Understand their current data governance capabilities so as to build out a future state that is right-sized and relevant.
  • Define data leadership, accountability, and responsibility. Support these with an operating model that effectively manages change and communication and fosters a culture of data excellence.

Info-Tech Insight

Your organization’s value streams and the associated business capabilities require effectively governed data. Without this, you face elevated operating costs, missed opportunities, eroded stakeholder satisfaction, and increased business risk.

Your challenge

This research is designed to help organizations build and sustain an effective data governance program.

  • Your organization has recognized the need to treat data as a corporate asset for generating business value and/or managing and mitigating risk.
  • This has brought data governance to the forefront and highlighted the need to build a performance-driven enterprise program for delivering quality, trusted, and readily consumable data to users.
  • An effective data governance program is one that defines leadership, accountability, and responsibility related to data use and handling. It’s supported by a well-oiled operating model and relevant policies and procedures, all of which help build and foster a culture of data excellence where the right users get access to the right data at the right time via the right mechanisms.

As you embark on establishing data governance in your organization, it’s vital to ensure from the get-go that you define the drivers and business context for the program. Data governance should never be attempted without direction on how the program will yield measurable business value.

“Data processing and cleanup can consume more than half of an analytics team’s time, including that of highly paid data scientists, which limits scalability and frustrates employees.” – Petzold, et al., 2020

Image is a circle graph and 30% of it is coloured with the number 30% in the middle of the graph

“The productivity of employees across the organization can suffer.” – Petzold, et al., 2020

Respondents to McKinsey’s 2019 Global Data Transformation Survey reported that an average of 30% of their total enterprise time was spent on non-value-added tasks because of poor data quality and availability. – Petzold, et al., 2020

Common obstacles

Some of the barriers that make data governance difficult to address for many organizations include:

  • Gaps in communicating the strategic value of data and data governance to the organization. This is vital for securing senior leadership buy-in and support, which, in turn, is crucial for sustained success of the data governance program.
  • Misinterpretation or a lack of understanding about data governance, including what it means for the organization and the individual data user.
  • A perception that data governance is inhibiting or an added layer of bureaucracy or complication rather than an enabling and empowering framework for stakeholders in their use and handling of data.
  • Embarking on data governance without firmly substantiating and understanding the organizational drivers for doing so. How is data governance going to support the organization’s value streams and their various business capabilities?
  • Neglecting to define and measure success and performance. Just as in any other enterprise initiative, you have to be able to demonstrate an ROI for time, resources and funding. These metrics must demonstrate the measurable business value that data governance brings to the organization.
  • Failure to align data governance with enterprise governance.
Image is a circle graph and 78% of it is coloured with the number 78% in the middle of the graph

78% of companies (and 92% of top-tier companies) have a corporate initiative to become more data-driven. – Alation, 2020

Image is a circle graph and 58% of it is coloured with the number 58% in the middle of the graph

But despite these ambitions, there appears to be a “data culture disconnect” – 58% of leaders overestimate the current data culture of their enterprises, giving a grade higher than the one produced by the study. – Fregoni, 2020

The strategic value of data

Power intelligent and transformative organizational performance through leveraging data.

Respond to industry disruptors

Optimize the way you serve your stakeholders and customers

Develop products and services to meet ever-evolving needs

Manage operations and mitigate risk

Harness the value of your data

The journey to being data-driven

The journey to declaring that you are a data-driven organization requires a pit stop at data enablement.

The Data Economy

Data Disengaged

You have a low appetite for data and rarely use data for decision making.

Data Enabled

Technology, data architecture, and people and processes are optimized and supported by data governance.

Data Driven

You are differentiating and competing on data and analytics; described as a “data first” organization. You’re collaborating through data. Data is an asset.

Data governance is essential for any organization that makes decisions about how it uses its data.

Data governance is an enabling framework of decision rights, responsibilities, and accountabilities for data assets across the enterprise.

Data governance is:

  • Executed according to agreed-upon models that describe who can take what actions with what information, when, and using what methods (Olavsrud, 2021).
  • True business-IT collaboration that will lead to increased consistency and confidence in data to support decision making. This, in turn, helps fuel innovation and growth.

If done correctly, data governance is not:

  • An annoying, finger-waving roadblock in the way of getting things done.
  • Meant to solve all data-related business or IT problems in an organization.
  • An inhibitor or impediment to using and sharing data.

Info-Tech’s Data Governance Framework

An image of Info-Tech's Data Governance Framework

Create impactful data governance by embedding it within enterprise governance

A model is depicted to show the relationship between enterprise governance and data governance.

Organizational drivers for data governance

Data governance personas:

Conformance: Establishing data governance to meet regulations and compliance requirements.

Performance: Establishing data governance to fuel data-driven decision making for driving business value and managing and mitigating business risk.

Two images are depicted that show the difference between conformance and performance.

Data Governance is not a one-person show

  • Data governance needs a leader and a home. Define who is going to be leading, driving, and steering data governance in your organization.
  • Senior executive leaders play a crucial role in championing and bringing visibility to the value of data and data governance. This is vital for building and fostering a culture of data excellence.
  • Effective data governance comes with business and IT alignment, collaboration, and formally defined roles around data leadership, ownership, and stewardship.
Four circles are depicted. There is one person in the circle on the left and is labelled: Data Governance Leadership. The circle beside it has two people in it and labelled: Organizational Champions. The circle beside it has three people in it and labelled: Data Owners, Stewards & Custodians. The last circle has four people in it and labelled: The Organization & Data Storytellers.

Traditional data governance organizational structure

A traditional structure includes committees and roles that span across strategic, tactical, and operational duties. There is no one-size-fits-all data governance structure. However, most organizations follow a similar pattern when establishing committees, councils, and cross-functional groups. Most organizations strive to identify roles and responsibilities at a strategic and operational level. Several factors will influence the structure of the program, such as the focus of the data governance project and the maturity and size of the organization.

A triangular model is depicted and is split into three tiers to show the traditional data governance organizational structure.

A healthy data culture is key to amplifying the power of your data.

“Albert Einstein is said to have remarked, ‘The world cannot be changed without changing our thinking.’ What is clear is that the greatest barrier to data success today is business culture, not lagging technology. “– Randy Bean, 2020

What does it look like?

  • Everybody knows the data.
  • Everybody trusts the data.
  • Everybody talks about the data.

“It is not enough for companies to embrace modern data architectures, agile methodologies, and integrated business-data teams, or to establish centers of excellence to accelerate data initiatives, when only about 1 in 4 executives reported that their organization has successfully forged a data culture.”– Randy Bean, 2020

Data literacy is an essential part of a data-driven culture

  • In a data-driven culture, decisions are made based on data evidence, not on gut instinct.
  • Data often has untapped potential. A data-driven culture builds tools and skills, builds users’ trust in the condition and sources of data, and raises the data skills and understanding among their people on the front lines.
  • Building a data culture takes an ongoing investment of time, effort, and money. This investment will not achieve the transformation you want without data literacy at the grassroots level.

Data-driven culture = “data matters to our company”

Despite investments in data initiative, organizations are carrying high levels of data debt

Data debt is “the accumulated cost that is associated with the sub-optimal governance of data assets in an enterprise, like technical debt.”

Data debt is a problem for 78% of organizations.

40% of organizations say individuals within the business do not trust data insights.

66% of organizations say a backlog of data debt is impacting new data management initiatives.

33% of organizations are not able to get value from a new system or technology investment.

30% of organizations are unable to become data-driven.

Source: Experian, 2020

Absent or sub-optimal data governance leads to data debt

Only 3% of companies’ data meets basic quality standards. (Source: Nagle, et al., 2017)

Organizations suspect 28% of their customer and prospect data is inaccurate in some way. (Source: Experian, 2020)

Only 51% of organizations consider the current state of their CRM or ERP data to be clean, allowing them to fully leverage it. (Source: Experian, 2020)

35% of organizations say they’re not able to see a ROI for data management initiatives. (Source: Experian, 2020)

Embrace the technology

Make the available data governance tools and technology work for you:

  • Data catalog
  • Business data glossary
  • Data lineage
  • Metadata management

While data governance tools and technologies are no panacea, leverage their automated and AI-enabled capabilities to augment your data governance program.

Logos of data governance tools and technology.

Measure success to demonstrate tangible business value

Put data governance into the context of the business:

  • Tie the value of data governance and its initiatives back to the business capabilities that are enabled.
  • Leverage the KPIs of those business capabilities to demonstrate tangible and measurable value. Use terms and language that will resonate with senior leadership.

Don’t let measurement be an afterthought:

Start substantiating early on how you are going to measure success as your data governance program evolves.

Build a right-sized roadmap

Formulate an actionable roadmap that is right-sized to deliver value in your organization.

Key considerations:

  • When building your data governance roadmap, ensure you do so through an enterprise lens. Be cognizant of other initiatives that might be coming down the pipeline that may require you to align your data governance milestones accordingly.
  • Apart from doing your planning with consideration for other big projects or launches that might be in-flight and require the time and attention of your data governance partners, also be mindful of the more routine yet still demanding initiatives.
  • When doing your roadmapping, consider factors like the organization’s fiscal cycle, typical or potential year-end demands, and monthly/quarterly reporting periods and audits. Initiatives such as these are likely to monopolize the time and focus of personnel key to delivering on your data governance milestones.

Sample milestones:

Data Governance Leadership & Org Structure Definition

Define the home for data governance and other key roles around ownership and stewardship, as approved by senior leadership.

Data Governance Charter and Policies

Create a charter for your program and build/refresh associated policies.

Data Culture Survey

Understand the organization’s current data culture, perception of data, value of data, and knowledge gaps.

Use Case Build and Prioritization

Build a use case that is tied to business capabilities. Prioritize accordingly.

Business Data Glossary

Build and/or refresh the business’ glossary for addressing data definitions and standardization issues.

Tools & Technology

Explore the tools and technology offering in the data governance space that would serve as an enabler to the program. (e.g. RFI, RFP).

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

MEMBER RATING

9.3/10
Overall Impact

$98,231
Average $ Saved

38
Average Days Saved

After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve.

Read what our members are saying

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Guided Implementation 1: Build business and user context
  • Call 1: Understand drivers, business context, and scope of data governance at your organization. Introduce Info-Tech’s approach and resources.
  • Call 2: Provide a detailed overview of Info-Tech’s approach, framework, Data Culture Diagnostic, and blueprint.
  • Call 3: Introduce business capabilities. Align them with your data governance capabilities. Begin to develop a use case framework.

Guided Implementation 2: Understand your current data governance capabilities
  • Call 1: Further discuss the organization’s alignment of business capabilities to data governance capabilities and use case framework.
  • Call 2: Understand and assess your current data governance capabilities and data environment. Review your Data Culture Diagnostic Scorecard, if applicable.

Guided Implementation 3: Build a target state roadmap and plan
  • Call 1: Plan target state and corresponding initiatives.
  • Call 2: Identify program risks and formulate a roadmap.
  • Call 3: Identify and prioritize improvements. Define a RACI chart.
  • Call 4: Summarize results and plan next steps.

Authors

Crystal Singh

Steven Wilson

Contributors

  • David N. Weber, Executive Director - Planning, Research and Effectiveness, Palm Beach State College
  • Izabela Edmunds, Information Architect, Mott MacDonald
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