Should leaders of Data Governance programs get involved in corporate politics?

That’s a trick question, because the truth is that it’s unavoidable. After all, politics are all around us. They affect what gets done, and who does it. They affect how decisions are made, compromises are brokered, and programs are supported. Wherever three or more people are working together to set agendas, then there are politics.

Dealing With Politics

But it’s essential that Data Governance and Stewardship program facilitators avoid being “caught up” in politics. It’s our jobs to acknowledge the realities of the situations we work with, while avoiding taking sides or engaging in behaviors that could be perceived as favoring one set of data stakeholders at the expense of others.

 

How do we do this? It helps to step back and look at the bigger picture.

One useful definition of politics is “the process of allocating scarce resources.” That makes sense. In your organization, is there enough money to fund every project desired by every group? Of course not. Do you have all the resource – human, technical, other – you could ever want? I’ll bet not. Do departments have to compete for funding, executive attention, and other resources? Probably.

Done right, Data Governance leaders and processes can bring transparency and fairness to this competition.

I’ve seen descriptions of Data Governance programs that focus on concepts such as authority, power, and control. And yes, I agree that – bottom line – there are situations in which standards must be imposed upon teams and individuals working with data. Sometimes it is the Data Governance function that must impose this.

But in my observation, successful Data Governance efforts focus less on power and more on persuasion. Less on control and more on consensus-building. Less on “because I said so” and more on “because this is why it’s the best thing to do.”

 

Think about typical Data Governance processes:

  • Making, collecting, and aligning rules
  • Change management
  • Resolving issues
  • Developing standards
  • Harmonizing data definitions

All of these processes require multiple perspectives, input from representatives of different organizational silos, and facilitation by a trusted party.

As a Data Governance facilitator, you must be a “trusted broker” of information. You must strive to infuse Data Governance principles into Data Governance and Stewardship activities. You must help participants faced with inherent conflicts-of-interest to collaboratively agree on common outcomes.

A caveat: Don’t assume your most highly knowledgeable staff should be your Data Governance facilitators. A contentious person – or one who is a poor communicator – can do your program more harm than good. Choose your facilitators for their communication skills, their ability to broker agreements, and how well they are respected by data stakeholders. Put data experts in the room to support them if needed.

Read Next:

Governance and Decision-Making

Remember our (long) definition for Data Governance? “Data Governance is a system of decision rights and accountabilities for information-related processes, executed according to agreed-upon models which describe who can take what actions with what information, and...

Choosing Governance Models

It’s important to define the organizational structure of your Data Governance program. But before you can do that you have to define your governance model at a higher level. You need to consider what types of decisions your governance bodies will be called upon to...

Demonstrating Value

Everything an organization does should tie to one of three universal value drivers. Data Governance efforts MUST tie back to one or more of these drivers. And YOU must communicate how it does.

Engaging Stewards and Stakeholders

It seems like there are two types of Data Governance and Stewardship programs: Thriving ones, with highly-engaged stakeholders, and Ones whose futures are in question, since stakeholders and stewards are only sporadically involved or give only weak support to the...

Starting a Data Governance Program

A successful Data Governance program does not begin with the design of the program! Before you start deciding who goes on what committee, you should be clear about your program’s value statement. You should have developed a roadmap to share with stakeholders. Those...

Goals and Principles for Data Governance

What do you want Data Governance to accomplish?  Regardless of the focus of your program, chances are you hope to accomplish the following universal goals for Data Governance programs: Goal – Enable better decision-making Goal – Reduce operational friction Goal –...

Focus Areas for Data Governance: Data Warehouses and Business Intelligence (BI)

This type of program typically comes into existence in conjunction with a specific data warehouse, data mart, or BI tool. These types of efforts require tough data-related decisions, so organizations often implement governance to help make initial decisions, to...

Assigning Data Ownership

One of the tenets of Data Governance is that enterprise data doesn’t “belong” to individuals. It is an asset that belongs to the enterprise. Still, it needs to be managed…

Focus Areas for Data Governance: Privacy, Compliance, Security

This type of program typically comes into existence because of concerns about Data Information Security controls, or compliance. Compliance, in this context, may refer to regulatory compliance, contractual compliance, or compliance with internal requirements.This...

Working with Data Stewards

Approaches to Assigning Data Ownership and Stewardship Organizations can take multiple approaches to assigning Data Owners and Data Stewards for enterprise data. In doing so, they need to consider several factors and answer the following questions.Question #1:  Should...