When and why to launch a data governance program

While a data governance program could be launched at any time, successful programs tend to precisely time their launch aligned with other adjacent business programs and ensure the impact is very clearly defined for the executive team, not just in the individual program, but as a suite of transformations. If management does not have a strong need, is not fully bought in, or is too distracted (for example, in the middle of a large merger or acquisition), you will not have a successful program launch. Said another way, timing matters.

Take the time you need to understand your business, the challenges, politics, and the other key strategic transformational programs in flight or about to launch. Align with your peers on any business functions and operations to ensure you have buy-in. Then, plan your launch. If you do not get this timing right, you will need to restart your program, and in my experience, that is a very difficult process, usually requiring a new leader.

Why you should launch now

There are a handful of reasons that lead to an organization’s investment in data governance. There’s no perfect time, but there are some common reasons:

• Regulatory: There are a number of regulatory reasons that may drive your company to implement a data governance program. In financial services, for example, large global systemically important banks (known as GSIBs) were required to comply with BCBS 239, which drove an earlier focus on data governance for risk reporting.
• Crisis: Data breaches are another common driver for data governance programs. This is especially true when companies do not have a good handle on where all their data is, how it’s classified, and/or are not confident they have properly secured it (you can’t secure what you don’t know about).
• Executive request: The C-suite has come to understand that they need more from data, and they are willing to fund a transformation to enable you to deliver against their needs.
• Business request: There is a critical and visible business need that is well-defined and funded.
• Experimental: The company wants to explore data capabilities and has set aside a funding pool to support experimentation in this space. You have the remit to use this funding to demonstrate the power of the possible.

Why you might want to wait

Finally, the willingness of executive management to celebrate quick, iterative wins that align around a long-term roadmap with adequate funding is critical. The program is not going to be successful overnight, and you must align with the fact that a long-term, sustainable, and data-centric culture requires iterative and ongoing investment and support. Ultimately, if the company does not understand what it wants and/or is not prepared to fund appropriately, you should not proceed in launching a wide-scale transformation to establish strong data governance. Here are some warning signs to watch for:

• Executive Request: The C-suite has come to understand they need more from data, but they do not understand what it will take to transform and get what you need to be a success
• Business Request: The business has a critical need, but they do not have it well defined, and there is no funding set aside for delivery
• Experimental: The company wants to explore capabilities but is unaware of what it will take to drive results
• Undefined: The company wants to establish a data and analytics function but does not follow through with forming a complete function

The company cannot ever finish the job of data transformation. It is like exercise. Just like you can’t get in shape for one race and then claim you have become in shape for life and go back to sitting on the couch and expect to maintain the results. Take the time to secure support and funding for the program upfront. Your success and the company’s success depend on it.

How to build your delivery timeline

Once you have built the framing for your business case and you have decided what capabilities you need, you should come up with some options for a timeline and funding. I find it’s best to put forward three options for management so you can have a healthy discussion about what to do, how fast to do it, and how much the company is willing to spend to deliver.

Option #1 – Your preferred timeline

Start to build your optimal timeline. If what you need to deliver is up to you, and you can obtain adequate funding to do the work at a pace you feel is appropriate, what is that timeline? When will you release new capabilities? What will the company be able to do at each release?

Option #2 – Fast and expensive

Build an option that delivers more rapidly but likely has an increase in resourcing (the funding, headcount, or consultants’ involvement). This option gives a faster time to value but comes with the balance of an increase in costs.

Option #3 – Slow and cheaper

Finally, build an option that takes longer but will cost less. In my experience, this is often the option that is thrown out right away by executives. Once they decide to move forward with data, they want to see results. Having this option on the table demonstrates that you were thoughtful and considered all options, and although they are not your preference, you considered the expectations of others.

You may also find that a combination of the options is created out of these review discussions. Be open minded. If management is putting forth their time and energy to review these options with you, this is a good sign. Listen to their feedback and be willing to come back with alternatives. Ultimately, you are aiming to receive support and funding; the more flexible you can be, the more likely you are to gain support.

You now have all the framing and background you need to build your data governance program and start to put your business case together. As we explore the next several chapters, we will go deeper into each topical area, which will give you the detail needed to design a powerful data governance program that delivers excellent results for your organization.