Data Governance (DG) has become an essential opportunity for organizations to drive efficiency, business growth, and innovation. Time and time again, we (at CCG) hear from organizations who are procuring expensive technology to enable their DG initiatives. Conversely, we know from Gartner, that up to ninety percent of these programs fail on the first attempt. So, where are these organizations going wrong? Often, this high failure rate is due to organizations throwing technology at the problem, hoping that it will stick, without developing a real strategy to back up the investment.
Well, if you’re like many of these organizations who have previously failed DG initiatives, find yourself questioning which data is sensitive, or just inherited a disorganized mess, we understand and are here to help. The steps to a successful DG program were detailed in a webinar with CCG’s Director, Client Partner, and Strategy expert Natalie Greenwood.
Data Governance is the organizational approach to data and information management, formalized as policies and procedures that encompass the full life cycle of data, including acquisition development, use, and disposal. If you were to go research different “frameworks for Data Governance, ” dozens of different models would present themselves to you, spanning different industries, methodologies, etc. Although they are all effective, the problem that organizations run into is that these frameworks are timely because they are so comprehensive. At CCG, we slimmed down these different models based on the key challenges our clients were facing and focused on five key competencies:
Of the five key competencies, CCG has seen that when an organization can effectively master the Program Management and Metadata Management, the DG failure rate drops drastically.
Metadata is often simplified as being the “Data about Data”, but there’s a whole lot more to it. Metadata is the data that describes all aspects of an enterprise’s information assets and enables the enterprise to effectively manage and use these assets. There are three different types of metadata, and it’s important to have an idea of how they will all play into your Data Governance strategy. The three different types are Business Metadata, Technical Metadata, Operational Metadata.
Metadata is everywhere! Metadata is anything from an invoice sitting on your colleagues’ desk to the data in a repository. This is great, but when you have so much metadata that is accessible cross-departmentally, you can see how it would be important to have it governed and under control. This fear of having ungoverned data often leads to eager companies ready to get ahead of potential messes. Before doing so, we recommend that a company prepare themselves with a full understanding of the different facets of metadata.
Metadata is more then technology. Below are some common metadata use cases.
At the end of the day, metadata management requires people, processes, standards, and workflows to be successful. This is a large reason why organizations fail and have a hard time leveraging the technology they procure; you need to have that foundational layer in place first.
The enablement of the Program Management function is key to the overall success of metadata management. From a program management perspective, it’s important to look at multiple use cases. For example:
Ultimately, program management must come first. Without it, the strategy will have no one to execute it.
Technology is one of the largest decisions an organization will make when it comes to a Data Governance Implementation. Unfortunately, this is the step that most organizations jump to without consideration of metadata management and program management. When the time is right to procure technology, consider asking yourself and your organization the following questions:
At the end of the day, a successful Data Governance Strategy comes down to putting the people and processes first. Identifying how you will set up your Data Governance Strategy to be successful internally is the first step ; technology should come after. Understanding that technology can not be the glue that makes the strategy stick is your first step in enabling your company for a successful program.
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