I find nothing to downright disagree with in a recent guide to building a great data governance team. But do you need a great data governance team? Or do you need great data governance?
Parking data governance in a team structure can give the message that it's a specialist function. It can also imply that data governance is a kind of policing, or reactive, activity. You know, the data governance guys turn up after something goes wrong and they tell you where you went wrong, and then they go away.
Data is everybody's business. I want to see data governance leaders throughout organizations. From this perspective, this kind of statement is problematic: “Highly effective governance teams tend to include business analysts with an understanding and passion for the effects of data quality on the business objectives.” I think everyone needs that kind of understanding. And we need to normalize the passion.
Would you be happy to have a crack team of safety experts who were passionate about escaping from burning buildings, while everybody else lit fires to warm their cubicles? You need a good data governance team. Ideally, that team works to instil a data-aware culture throughout the enterprise. Then you'll have great data governance. Apps Today
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