Thanks for your comment. I am a big fan of the ‘carrots’ approach, however, these should be set as enterprise KPI’s cascaded down to divisions and individuals as both KPI’s and roll responsibilities, your therefore end up with both the carrot and the stick, if the resources adhere to their responsibilities they get awarded for the scale of the achievement, if not and they ignore their responsibilities they get the stick (with support …). It’s kind of a meritocratic approach.

Cheers

Charles

I agree, our role as change managers in data governance is an every present responsibility, one that I relish with passion though …

PS: Your book goes a long way in helping me do this!

Thanks for providing this additional insight Jim. As always, you are spot, the enterprise view for data governance is imperative to success in any data governance initiative.

There is a continuum story in there somewhere …

Cheers

Charles

I agree with you that “the most important benefit from data governance is an intangible one – the increased user trust in data as an enterprise asset.”

Lack of trust prevents viewing enterprise data as an asset and reinforces the view that each business unit can only rely on its own data silo for daily business operations.

This mindset encourages consumers to author, enrich, and act as custodians of their own private data.

This is why during the planning stages of data governance programs, you will often hear key stakeholders tell you that they are already doing what you describe in this post – and yes, they are – however that’s because they are practicing “Data Silo Governance.”

The key word for viewing data as an enterprise asset is – Enterprise.

Best Regards,

Jim