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.

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