The Backstory of Data Governance and My Path Alongside It

I once read that every good story starts with a solid backstory. It got me thinking about Data Governance, this field I’ve dedicated nearly two decades to.

Data Governance didn’t just appear out of thin air; it evolved because organisations realised they needed better ways to manage, protect and make sense of all their information. But it hasn’t always been this way. Data Governance wasn’t always seen as the essential function it is today. In fact, when I first got into it, the field was still finding its feet.

The Backstory of Data Governance

Data Governance began when organisations started realising they needed a better way to manage their growing amounts of data. You see, at first, data was just a by-product of business activities, handled here and there by different departments without a clear plan. But as data volumes exploded and businesses relied more on data to make key decisions, it became clear that handling data inconsistently was causing problems.

In industries like finance and healthcare, where data accuracy is essential to meet regulations, the need for organised data management became apparent. These sectors were among the first to put formal practices in place to ensure their data was accurate and reliable, especially for reporting and managing risks. Over time, other industries saw the benefits, realising that structured data management helped them make better decisions and work more efficiently.

To address these challenges, Data Governance frameworks started to emerge. Tools like data catalogues and roles like “Data Stewards” and “Data Owners” were created to help standardise and oversee data quality. This approach encouraged businesses to treat data as an asset - something valuable that needed clear ownership, quality checks and consistent standards.

It’s been quite the journey so far and today, many organisations understand that Data Governance is essential if they want to make the most of their data. But it hasn’t always been this way. The best way I can describe this is by taking a look at my own backstory within Data Governance.

My Journey into Data Governance

Today, I call myself  "The Data Governance Coach," because I help organisations successfully implement Data Governance, but my journey here was accidental. For over two decades, I’ve been helping companies clean up messy data and avoid costly mistakes from poor data quality.

It all began when I was a project manager at a bank, leading a data warehouse project. We delivered it on time and on budget, yet users soon complained that the data itself wasn’t reliable. That’s when I realised that no shiny new system can fix bad data if the data itself isn’t improved. I wanted to address this, but my boss told me, “You’re just a project manager.” It was her gentle way of saying, “Stay in your lane.” But the data issues kept gnawing at me - I knew the data was bad and that nothing would improve if the data didn’t first. So, even though I’d been officially “put in my place,” I kept quietly poking around, asking questions and finding every opportunity to chip away at those data issues. Little did I know, that was my first step into Data Governance.

I started from scratch, learning through plenty of early mistakes. One of my first lessons was talking to the wrong stakeholders - those who didn’t care all that much about data. I’d excitedly dive into data issues with senior execs, only to realise they really weren’t interested. I learned that Data Governance isn’t just about fixing the data; it’s about getting the right people on board.

These early missteps taught me how to speak the language of decision-makers and build support for data initiatives. What seemed like mistakes at the time ended up shaping how I approach Data Governance today, focusing more on the people side of things than the technology that our data sits on.

Then and Now

Looking back, both the evolution of Data Governance and my own journey have been somewhat intertwined. When I first started, Data Governance was still finding its footing, and now it’s clear that it’s more critical than ever. Companies today rely on data for nearly every decision they make, and without strong governance, that data can quickly become more of a liability than an asset.

Just as I’ve learned the hard way over the years, Data Governance has evolved into something more complex, and vital. It’s no longer just about managing data; it’s about treating it as a valuable resource and ensuring that the right people are responsible for it.

So, I’ll leave you with this: Is your Data Governance where it should be? Are you fully utilising your data as the asset it is? If not, don’t worry! You don’t have to figure it all out on your own. You can book a call with me using the button below.

Data Governance Interview with Marti Smith

Welcome Marti Smith to the Data Governance Interview!

An intro to Marti!

Marti Smith, CDMP Associate, is an experienced Data Governance professional with a proven track record of implementing and managing Data Governance programs across diverse industries. Currently serving as Master Data Governance Manager at EnerSys, Marti has also held key roles at Tyson Foods and Smith & Nephew. Marti’s expertise spans Master Data Management, Data Quality programs, and BI/Analytics Governance, including leading the operational implementation of Collibra, transforming the existing installation into a fully functional Data Governance program.

With a passion for data quality and process optimisation, Marti has consistently delivered measurable improvements in data accuracy and operational efficiency. She holds a Master of Science in Supply Chain Management from the University of Arkansas and a Bachelor of Science in Finance from Wilmington University.

I first met Marti when she came on one of my training courses. It was so lovely meeting her and I just loved her enthusiasm, so I had to ask her to be a part of one of my blogs.

How long have you been working in Data Governance?

I officially began my journey in Data Management and Data Governance about 10 years ago, starting as a Data Quality Analyst in 2014. Since then, I have taken on various roles within the Data Management spectrum, which has allowed me to explore different facets of Data Governance, including Master Data Management and Data Quality programs. This diverse experience has equipped me with a comprehensive understanding of how effective Data Governance can drive organisational success.

How did you get into Data Governance?

Throughout my career, I found myself being the "go-to" person for data in every role I held since 2008. This natural draw towards managing data led me to meet my mentor, Melissa Hollingsworth, who introduced me to the formal practice of Data Management. Initially, I was working on the business side, where I developed a strong understanding of how data impacts business operations. My innate interest in organising and leveraging data effectively caught Melissa's attention, and she recognised the potential in me to pursue this as a dedicated career path.

In 2014, I made a significant transition to IT when I accepted my first official role in Data Management as a Data Quality Analyst. This shift was made possible thanks to Melissa, who took a chance on me and encouraged me to pursue this field.

Now, do I believe Data Governance belongs in IT? Well, that’s another story for a different day!

What characteristics make you successful at Data Governance and why?

I believe my success in Data Governance comes from my passion for helping people improve their processes. I truly believe that 99% of business problems are tied to data or process issues, and I love working with teams to identify and fix these challenges.

I have a knack for analysing problems and finding practical solutions that make life easier for everyone involved. My ability to communicate technical concepts in a straightforward way helps bridge the gap between IT and business teams, fostering collaboration and trust. Overall, my focus on process improvement and my collaborative approach are key to my success in this field.

Are there any particular books or resources that you would recommend as useful support for those starting out in Data Governance?

The first book that significantly influenced my journey was the Data Management Maturity Model, developed in conjunction with the CMMI Institute. Melanie Mecca, who was instrumental in writing and developing this model, provided incredible insights into data management practices.

I frequently refer to DAMA's Data Management Body of Knowledge (DMBoK), which provides best practices and a common language for Data Governance professionals. The DAMA organisation has made significant contributions to the field by establishing standards and resources that guide practitioners. Additionally, their CDMP certification program provides practitioners with a valuable platform to showcase our capabilities and expertise in Data Management.

I also recommend following thought leaders in the field, such as Sunil Soares, who has authored numerous books on Data Management and Governance, and Nicola Askham. Their articles, publications, and insights can be invaluable for those of us looking to deepen our understanding of Data Governance.

What is the biggest challenge you have ever faced in a Data Governance implementation?

The most significant challenge I've consistently encountered in Data Governance implementations is navigating internal politics and driving adoption. It often feels like pulling teeth to get stakeholders on board and fully engaged with Data Governance initiatives.

This resistance typically stems from a combination of factors: fear of change, lack of understanding about the benefits, and concerns about increased workload or loss of control. Overcoming these barriers requires a delicate balance of education, diplomacy, and persistence — areas that I honestly consider to be some of my weak spots.

Is there a company or industry you would particularly like to help implement Data Governance for and why?

For my next role, I aspire to work for any company that genuinely values Data Management and Data Governance. I seek a leader who strikes the right balance between providing hands-on support and allowing me the autonomy to excel in my role. It’s important to me to be part of an organisation that embraces Data Governance as a core function and fosters a culture of collaboration and kindness.

I want to work in an environment where team members support one another, share knowledge, and encourage growth. A positive workplace culture that prioritises respect and teamwork is essential for me, as it not only enhances productivity but also makes the work experience enjoyable and fulfilling. Ultimately, I’m looking for a company that aligns with my values and is committed to leveraging data effectively for better decision-making.

What single piece of advice would you give someone just starting out in Data Governance?

Start small and find your tribe. Begin by familiarizing yourself with the fundamental concepts of Data Governance and gradually build your knowledge from there. Don't hesitate to ask questions and learn from those with more experience.

Additionally, focus on solving a business problem. If possible, talk to your leaders and executives to understand what keeps them up at night. Identify their key challenges and work backwards to determine how Data Management can help address those issues. This approach not only demonstrates the value of Data Governance but also positions you as a proactive problem solver within the organisation.

As you grow, remember that building relationships and collaborating with others will be key to your success in Data Governance.

Finally, I wondered if you could share a memorable Data Governance experience (either humorous or challenging)?

I would like to share a personal experience that underscores the importance of a robust Data Governance program that incorporates Data Quality Management. In 2006, my bank mistakenly deposited $45,000 into my checking account due to a data quality issue. While it was certainly a surprising moment, I recognised the significance of accurate data and the potential consequences of errors like this. Naturally, and sadly, I returned the money. However, it is a vivid reminder that effective Data Management is not just about compliance; it directly impacts people's lives and the reputation of businesses.

Do You Need a Data Strategy and a Data Governance Strategy?

With the increasing importance of data, many organisations are asking whether they need both a data strategy and a Data Governance strategy. I've been doing Data Governance for over twenty  years now and I'll be honest - in the first fifteen years, no one even talked about a data strategy or a Data Governance strategy. But, before we dive into the answer, let's start by getting the basics straight.

What Is a Data Strategy?

A data strategy is like a game plan for how a company uses its data to reach its business goals. Think of it like an architect’s blueprint for building a house—it lays out exactly how data will be collected, managed, and used across the organisation.

Here’s what a data strategy can include:

1. Vision and Objectives – This is the big picture. It’s about how the company wants to use data to support its goals.

2. Data Governance Framework – These are the rules and roles that keep data organised, secure, and compliant.

3. Data Quality Management – This makes sure the data is accurate and reliable by setting clear standards.

4. Technology and Tools – These are the systems and software that help collect, store, and analyse data for better decision-making.

A data strategy is important because it acts like a map in a world overflowing with data. Without it, organisations can easily lose direction. With a clear strategy, businesses can make smarter, faster decisions because they’re working with accurate and reliable data. So, in short, a solid data strategy turns scattered information into meaningful insights that drive success.

So Where Does a Data Governance Strategy Come in?

Over the last few years, there's been a lot more of a focus on data as a valuable asset than ever before and with this has come a shift in focus from individual fields, such as Data Governance, to broader ones, like data strategies. Therefore, Data Governance should be a key part of the data strategy yet a Data Governance strategy differs because it focuses only on setting policies, procedures and standards to ensure data is accurate, consistent and used correctly. It’s not usually the job of someone working on a Data Governance strategy to create the entire data strategy yet there can be some confusion surrounding this.

Due to Data Governance being part of a data strategy, it can get a bit confusing when we call what we do a ‘Data Governance strategy’. As a Data Governance lead, your job is to make sure your governance practices fit within the broader data strategy and align with the organisation's corporate strategy and goals.

Therefore, if you have a data strategy in place, then I don't think you need a Data Governance strategy. You've already done the work and can take the Data Governance elements out to form your plan, which you'll be able to share with stakeholders when talking about Data Governance.

If you don't have a data strategy, it's up to you whether you create a Data Governance strategy, but remember you must align it first and foremost with your organisation's corporate strategy.

At the end of the day…

You can call your plan a Data Governance strategy if you want to. I rarely do, and I rarely recommend that my clients do because I prefer keeping terms simple and not confusing.

Overall, as a Data Governance lead everybody will expect you to have a high-level plan or approach for what you're doing and, if you think it will help you, you can call it a Data Governance strategy. However, from my experience, if your organisation has a data strategy I would avoid having a separate Data Governance strategy. We need to embrace simplicity and avoid scaring people away with the prospect of more documents to read!

If you found this helpful, please share it on social media, and if you have any more questions about this or anything about Data Governance, you can book a call with me below.

Data Governance Interview with Jane Meharg

Welcome Jane Meharg to the Data Governance Interview!

Please can you give us an intro, Jane?

I spent 20 years honing my analytical and stakeholder skills in the buying and merchandising sectors. While I've always This changed when I earned a Distinction in the Fast Track to Data Analyst qualification at the London School of Economics two years ago. This accomplishment opened doors for me, and I was fortunate enough to secure a position as a Data Quality Analyst at the King's Trust, which was just beginning its data analysis journey at the time.

Born deaf, I have faced numerous challenges throughout my life. However, my supportive family always advocated for me, ensuring that I had the same opportunities as everyone else, effectively levelling the playing field. Motivated by my desire to support those who haven't been as fortunate, I sought to work for an organization whose values aligned with my own. This led me to the King's Trust, where I am passionate about implementing Data Governance to drive positive change.

How long have you been working in Data Governance?

Officially, I’ve been working in Data Governance for 4 months. However, as a Data Quality Analyst, I have been supporting Data Quality Objectives within Data Governance for the past 2 years (even if I didn’t recognise that!).

How did you get into Data Governance?

It happened by accident! I started as a Data Quality Analyst. A year ago, when my original manager, who initiated Data Governance, left, I had no interest in the field. My subsequent manager struggled to gain stakeholder buy-in. Meanwhile, I delved into reading about Data Governance and recognized its immense benefits. Impatient for progress, I began engaging with data custodians during my manager's absence. Upon his return, he appreciated my initiative and vision for Data Governance at the Trust. As a result, I was promoted to the leadership team, tasked with building a solid Data Governance foundation.

What characteristics make you successful at Data Governance and why?

I am highly motivated and an initiator. My enthusiasm is contagious, which helps in sharing that inner sparkle. My strengths lie in actively listening to stakeholders and articulating how a Data Governance framework can benefit them and their teams. I adapt my approach based on the audience, recognizing that Data Governance cannot succeed without stakeholder buy-in. Although it's a slow process, I'm dedicated to building solid foundations and gradually transforming the data culture, one person at a time.

What is the biggest challenge you have ever faced in a Data Governance implementation?

The biggest challenge was dealing with the legacy of two Data Governance Managers with very different approaches. The first had extensive knowledge of the Trust and its stakeholders, while the latter had deep expertise in Data Governance. However, the latest efforts resulted in textbook policies that failed to engage stakeholders. As the third person to take on this role, with Data Governance perceived as a failed initiative, I faced branding and credibility issues. Initially, I even avoided using the term 'Data Governance' to overcome these challenges.

Is there a company or industry you would particularly like to help implement Data Governance for and why?

I work for the King's Trust, but the charity sector as a whole lacks experience in implementing Data Governance. The Trust struggled to find a manager with both excellent knowledge of Data Governance and an understanding of the charity sector’s culture. My experience working with two managers with different skill sets has equipped me to successfully implement Data Governance, and I hope to extend this expertise across the charity sector.

What single piece of advice would you give someone just starting out in Data Governance?

The most important advice is to consider your stakeholders. They are not all data analysts, so speak their language and listen to them first. Then discuss how the Data Governance Framework will improve their efficiency and confidence, freeing up more time for direct engagement with beneficiaries. This approach fosters a culture where stakeholders care about their data and data quality.

Share a memorable data governance experience (either humorous or challenging).

Taking over Data Governance implementation at a challenging stage, I’ve strived to make it interesting, fun, and engaging. Recently, during a leadership course, I had to present on my progress. Knowing there were 18 presentations in total and that the audience might not be particularly interested in Data Governance, I crafted a fairy tale about it instead. This creative approach was well-received and made the experience memorable.

15 Ways I Can Transform Your Data Governance Journey

Are you wondering how a consultant can add value when you already have a Chief Data Officer, Head of Data, or Data Governance Manager in place? Let me show you exactly how I can help strengthen your organisation's data governance initiative:

1. I can help you save time

Data Governance brings many benefits to your organisation but it is a complex field of work. Before you know it, the timescale on your Data Governance initiative has extended as you find new things to deal with, or have to redo work that wasn’t fit for purpose.

I will help you avoid the pitfalls, so you don’t spend time on unnecessary activities. I will also give you a roadmap so you can see what to do step-by-step and have a realistic timetable for your initiative.

2. I can help you get buy-in across your organisation

When you start implementing Data Governance you might experience push-back from colleagues, whether they are in the C-Suite, or at other levels within the business. Data Governance will take time and, therefore, commitment and some people may find it hard to see the value of it at first.

I have delivered many Data Governance initiatives and am used to working with stakeholders at all levels. I can help you work on communication plans and develop what you will say to stakeholders to get them on board with your Data Governance initiative.

3. I can help you reduce costs

By avoiding common Data Governance pitfalls, knowing what to do step-by-step, and getting access to experienced Data Governance professionals who can support you with elements like putting together a Data Glossary, you will reduce the budget you need to spend on your initiative.

I also want you to be able to handle Data Governance on your own so I give you the skills you need in-house. Once you have that knowledge, I am pleased to leave you to manage on your own, confident in your team’s abilities.

4. I can help you manage future risks better

We live in a fast-moving world. Over the past few years, we have had to weather various shocks, while at the same time adapting to new technologies, markets, ways of working, and regulations.

I will enable you to proactively identify and mitigate data-related risks. This will avoid financial risks and reputational damage associated with actions and decisions based on incorrect data.

5. I can help you to identify new opportunities within your organisation

There are many benefits to implementing Data Governance. As well as being certain you understand your data, it also enables you to make better use of your data. This means you can see opportunities to reduce unnecessary spending, make your organisation work more efficiently, and see how you can implement changes that will benefit your colleagues.

When you are assessing whether to go ahead with a new initiative, whether it’s investing in systems or equipment, or implementing new working practices like flexible hours, you will have the data you need to underpin your decision.

6. I can help you gain strategic insights that will make you more competitive

Good Data Governance gives you data that wins the game. Through better understanding of your costs, and trends within your organisation, you will be able to leverage data for competitive advantage.

You’ll benefit from increased revenue opportunities through improved customer insights and optimised operations.

7. You will benefit from more than 20+ years of Data Governance experience

I’ve worked in Data Governance with organisations in the financial sector, publishing, higher education, the public sector and many more. I’ve supported lots of Data Governance initiatives, good and bad, and learned from them all. I've made it my mission to help as many people as possible be successful with Data Governance, including you.

8. I won’t bombard you with jargon

I want to make Data Governance as easy to understand as possible because it’s complicated enough without you trying to figure out what terms mean, or how systems and processes fit together.

I simplify data governance through clear language and stories which show people how it applies to them and their organisation. You’ll get jargon-free guidance in plain English.

9. I will train your team to have a clear understanding of Data Governance and how it applies to their work

I promote best practice in everything I do and I want you to have all the pieces of the puzzle laid out with a clear understanding of how to put them together. You won’t be in a position where you have steps 3, 6 and 7 but not 1, 2, 4 and 5. And your team will understand what their roles and responsibilities are, so everyone knows what to do.

10. You will understand the six principles that underpin all successful Data Governance initiatives

There’s lots of advice available online and in books, but how do you take this huge quantity of sometimes conflicting theory and turn it into something practical?

I have developed The Six Principles of Successful Data Governance through my many years of experience implementing Data Governance in organisations.

Data Governance is not one size fits all. I’ll work with you to identify where you are and what the next step is for you, so you have what you need and know when to take action at each stage of the process.

11. I will give you practical actions to move your initiative forward

I will walk you through the theory and help you put your Data Governance strategy together, but I won’t just leave you with a plan if you want more support. We can work together to put that plan into action so you aren’t left with a blueprint which gets shoved in a drawer while other initiatives are being pursued.

12. You will be working with a recognised Data Governance expert

Anyone can call themselves a Data Governance expert but my credentials speak for themselves.

I was on the board of DAMA UK, the Data Management Association, nurturing a community of data professionals for 13 years. As part of that role, I was responsible for arranging and hosting webinars, which empower people to progress their own data management careers.

• I set up and help run the Data Governance Know How networking group with some data governance colleagues.

• My podcast has clocked up more than 86000 downloads and I have written over 200 articles about Data Governance on my blog.

• I am regularly asked to speak at conferences on Data Governance, both in the UK and internationally.

• As well as speaking at and organising, these events, I’m also listening to the talks as well so I keep my knowledge fresh and up to date.

13. However, if you would rather hear about the benefits of working with me from someone else, here are some client testimonials

“It provided the exact overview that I needed to get started in creating my own Data Governance program.” - Danielle Kelbrick

“The insights gained and the strategies learned during the session have impacted my approach to this crucial task at hand.” - Ogechi Ojih

“The training showed me that many others shared similar challenges when trying to grasp concepts initially and that this wasn’t unique to my understanding.” - Helen Bartlett

“It connected the dots for me and clarified key elements like deliverables. I especially appreciated how the course provided a structured framework and hints on how to identify roles and responsibilities.” - Funke Allen

“Friendly, helpful and educational. I came away after both days motivated, energised and inspired.” - Danielle Titheridge

14. You have the opportunity to develop a network of Data Governance peers

Working on Data Governance can feel isolating. Data is a topic that can make eyes glaze over and you might feel at times that you are not getting support from colleagues who prefer more exciting-sounding topics.

But Data Governance is a brilliant area to work in and you have the opportunity to meet peers during my Masterminds. These are confidential spaces where you can share Data Governance problems and get a range of solutions from the group.

15. You choose the level of support that is right for you

Whether you are just starting Data Governance, or you are part-way through your Data Governance initiative, I will be able to support you. I cater for people at all levels of understanding, and at different stages of implementation.

My Data Governance Coaching gives you personalised support over 6 months. I also offer training courses and Masterminds.

If you work for a consultancy and want to offer Data Governance alongside existing data services, then I will train your consultants.

Training is available in person and online. Recordings are available and training can be tailored to your organisation upon request.

If you need support for your Data Governance initiative please get in touch with me today to discuss your requirements and let’s get your Data Governance initiative progressing so you benefit from data that wins the game.

Data Governance 2024 Round-Up

Happy New Year and hello, 2025!

As we start a new year, I want to send a big thank you to everyone who’s been reading my blogs and following along. I hope 2025 is a fantastic year for you, full of success, growth and exciting opportunities.

The new year is the perfect time to look back on what we’ve learned and think about what’s next.

To help you with your Data Governance journey in 2025, I’ve put together a list of the ten most popular blogs from last year. They cover all kinds of useful topics; whether you’re just getting started or have been doing this for years, there’s something here for you. 

1. Knowledge Graphs and Data Governance

2. Guest Blog from Niels Lademark Heegaard - Data as an asset?

3. Defining Data Definitions and How to Write Them

4. How to Do Proactive Data Quality

5. How Often Should You Revisit Your Data Governance Maturity Assessment?

6. Who Should Be Involved in Your Data Governance Framework?

7. What are good key performance/risk indicators for data?

8. Data Quality: The Secret Sauce for AI and Generative AI Success

9. What is Data Lineage?

10. Is Data Governance a Service or an Enabler?

I hope this roundup helps you find something useful to revisit or even discover for the first time. 

And if you would like further support with your Data Governance initiative, have a browse of the training I have available this year, or book a call to discuss your needs further. 

Cost Versus Value of Data Governance Coaching

I often get asked for free advice and I truly wish had enough time to help everyone who asks but unfortunately, Data Governance Coaching is not free.  It can, however, add massive value to your organisation.

In fact, coaching, in general, is becoming a well-known asset to the overall success of organisations. The Institute of Coaching research tells us that over 70% of individuals who receive coaching benefit from improved work performance, relationships, and more effective communication skills. All massive pluses when it comes to implementing a successful Data Governance initiative.

So, I want to look explore the ways Data Governance Coaching can bring value to you and your organisation.

Let's get started.

Advice from someone who has been there and done that

A huge benefit of working with me or one of my coaches is that we have almost definitely experienced the same kind of challenges and hurdles of setting up a Data Governance initiative as you are facing.

For example, if you are struggling to articulate what Data Governance means to your key stakeholders and your organisation, then you may fail to convince them to support your Data Governance initiative. If you fail to gain stakeholder buy-in, it is unlikely the initiative will deliver much value, the Data Governance initiative may fail and you could be blamed.

I get it. I have been there. Having support means we can work through it together and you can benefit from the mistakes I've made in the past. I always say – I've already made the mistakes so you don’t have to!

Coaching goes beyond theory

Working with a coach gives you more than just theoretical knowledge - a Data Governance coach can support you in developing actionable steps to help you with YOUR Data Governance initiatives specifically. Factorial uses the well known saying to summarise just this; give a man a fish and you feed him for a day. Teach a man to fish, and you feed him for a lifetime. Good coaching won't necessarily give you the answers straight up, but a good coach will support you as you work through your Data Governance challenges.

You’ll gain confidence in your own Data Governance Initiative

It’s one thing thinking or hoping you’re doing the right thing - it’s another to know it! And to have the confidence to sell it to senior stakeholders.

Good coaching will give you the boost of confidence you need to help your Data Governance initiative succeed. You’ll develop the skills and knowledge needed to implement effective strategies that align with your organisation's objectives.

Zavvy calls this 'employee empowerment' and states that it brings more confidence in an individual's abilities, allowing them to think outside the box when it comes to problem solving and taking the initiative to improve processes. This can be vital when dealing with unconvinced stakeholders.

Many of my clients state this to be one of the biggest benefits from doing coaching and have called me “their critical friend”.

Going it alone can feel lonely!

Data Governance can feel isolating, especially if you’re brand new to it or the only person in your organisation whose remit it is. Participating in coaching sessions connects you with like-minded professionals, giving you the support you need for ongoing collaboration and idea exchange.

Is coaching worth it?

Ultimately, the answer to this depends on what you want to accomplish and the value you place on accomplishing it.

As someone who has worked from the ground up in Data Governance, I can say that there is no such thing as a standard approach to Data Governance. It's different for every organisation. However, there are some clear steps that everyone needs to follow to gain senior stakeholder buy-in and to design a framework that is right for them.

If you are struggling to gain the interest and/or participation of stakeholders or to design an effective framework then chances are you would benefit from a Data Governance coach. The cost of coaching will outweigh the cost of having to start again due to uncertainty or lack of confidence.

I hope that was helpful and don't forget if you have any questions you’d like covered in future videos or blogs please email me - questions@nicolaaskham.com.

Or you’d like to know more about how I can help you and your organisation then please book a call using the button below.

How the Grinch (Didn’t!) Steal Data Governance This Christmas

Once upon a time, in a bustling company preparing for the festive season, there was a looming threat – the Data Governance Grinch.  

The Grinch wasn’t your typical villain. In fact, most companies have one – a challenging stakeholder who actively resists change and works to derail Data Governance initiatives. Instead of stealing gifts, this Grinch thrived on creating obstacles, sowing doubt, and attempting to prove that the organisation had never needed Data Governance before and certainly didn’t need it now.  

The Grinch had plenty of theories and misconceptions about Data Governance, which he was all too eager to spread. Fortunately, the company had Amelia, their dedicated Data Governance Manager. Calm, confident, and endlessly patient, Amelia had encountered Grinches before and knew exactly how to handle them. As the Grinch attempted to sow confusion, Amelia stepped in to explain to the senior stakeholders why his ideas wouldn’t work and what needed to be done instead.  

"There's no need to get involved – just let IT run the programme!"

The Grinch’s first misconception was that IT should run the whole show. "Leave it to the IT team!" he proclaimed. In many organisations, IT teams do take the lead on Data Governance, often focusing heavily on tools and technology. While these tools are useful, Amelia knew they only addressed the symptoms of bad data, not the root cause.  

Amelia explained to the senior leaders that the real culprit was messy, inconsistent data entry – a business issue, not just an IT one. "No matter how many tools IT uses," she said, "the data won’t improve unless we fix how it’s captured in the first place." She made it clear that Data Governance was a business-wide responsibility.  

With Amelia’s guidance, the company realised that every department needed to take ownership of their data. It wasn’t an easy shift, but with Amelia’s facilitation amd encouragement, the departments began working together, fixing data issues at the source, and keeping the Grinch’s negativity at bay.  

"Getting everyone involved is a waste of time – it’s just a quick project!"

Not one to give up easily, the Grinch returned with another sweeping claim: "Data Governance is just a one-time project. We’ll be done with it in no time!"  

Amelia firmly countered this misconception. "Data Governance isn’t a project with an end date," she told the stakeholders. "It’s an ongoing journey." She explained how many initiatives fail because they treat Data Governance as a checklist. While such projects may look successful on paper – with tools implemented and processes documented – they often fall apart because people don’t change their mindset about data.  

Amelia emphasised that for Data Governance to succeed, it had to become part of the company’s culture. Departments needed to embed it into their daily routines and collaborate continuously. "This isn’t a quick fix," she said. "It’s a commitment to long-term improvement." With Amelia’s leadership, the company began to see Data Governance as an evolving practice, one that would grow stronger over time – much to the Grinch’s dismay.  

"Oh fine, let’s get on with it then. We’ve got LOADS to do, so let’s do it all at once."

Even when the Grinch begrudgingly agreed to support the Data Governance initiative, Amelia wasn’t off the hook. His next tactic was to push for the ‘big bang’ approach – trying to solve all the company’s data problems in one go. "We can just tackle everything at once!" he declared.  

Amelia quickly stepped in to stop this plan in its tracks. "Trying to do it all at once is a recipe for failure," she warned. "It’s like trying to prepare everything for Christmas in a single evening – impossible and exhausting." She explained that a big bang approach often leads to burnout, delays, and incomplete results.  

Instead, Amelia advocated for starting small. She proposed running pilot programmes to test ideas and build momentum with quick wins. These smaller efforts gave the team confidence and a clear direction for expanding the initiative. By moving step by step, the company avoided the Grinch’s trap and steadily strengthened its Data Governance efforts.  

Perhaps the most important lesson of all…

And so, the company flourished, their Data Governance work thriving now that Amelia had kept the Grinch’s sabotage at bay. But as the festive season approached, Amelia began to wonder: "What if we brought the Grinch onside? What if we made him feel included?"  

Amelia decided to try, meeting the Grinch where he was. She listened to his concerns, acknowledged his frustrations, and gave him a clear role in the initiative. Slowly but surely, the Grinch began to see the value of Data Governance. His heart seemed to grow three sizes as he started contributing insights no one else had considered.  

Amelia’s efforts reminded the company of an important truth: success in Data Governance isn’t just about tools or processes – it’s about people. By addressing concerns with empathy, building trust, and taking a measured approach, the company created a sustainable programme that supported its success for many holidays to come.  

And they all lived data-happily ever after!

The End. 

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I hope these tips help you keep any workplace Grinches far away from your Data Governance initiatives now and in the new year! For more on avoiding common Data Governance pitfalls, follow the link below to access my full report, The Top Data Governance Mistakes and How to Avoid Them. I wish you all a very Merry Christmas, a joyful holiday season and a wonderful start to the new year. Thank you for reading, and see you in 2025!