On the Level: Essential Roles of Non-Invasive Data Governance™

Data Governance, the ability to execute and enforce authority over the management of data definition, production, and usage of data at all levels of the organization, has become an indispensable cornerstone of assuring enterprise success. Formalizing accountability for data, and guaranteeing the accuracy, integrity, and accessibility of data, is not only essential for informed decision-making but also critical for regulatory compliance. This necessitates a comprehensive framework and operating model that transcends traditional data governance models, one that empowers every facet of an organization to be held formally accountability for their data actions.

Each level within the Non-Invasive Data Governance Framework and role within the Non-Invasive Data Governance Operating Model plays a unique and vital role, collectively contributing to the establishment of a robust and sustainable data governance program. This article quickly unravels the intricacies of these levels and more specifically the roles, shedding light on their collective impact in driving forward a Non-Invasive Data Governance program.

The Executive Level

The Executive level, represented by the Data Governance Steering Committee, holds a pivotal role in the implementation of a sustainable Non-Invasive Data Governance program. They set the strategic direction and provide the necessary resources and support for the program’s success. Their endorsement and commitment signal to the entire organization that data governance is a top priority. Executives also play a critical role in resolving any conflicts or issues that may arise, leveraging their authority to ensure that the program aligns with overarching business goals. Their leadership and decision-making at this level are essential for establishing a strong foundation that will enable the data governance program to thrive in the long term.

Identifying individuals for Executive roles in a Non-Invasive Data Governance program requires looking within the organization’s existing leadership team. The Steering Committee should consist of high-level executives, such as the CEO, CFO, CIO, and other key decision-makers who have a strong understanding of the organization’s strategic goals. These individuals should already hold positions of authority and have a vested interest in the success and growth of the company. They can be selected based on their track record of making strategic decisions and their commitment to aligning data governance with broader business objectives.

Responsibilities:

• Setting high-level data governance strategies and objectives.
• Providing oversight and guidance for data governance initiatives.
• Allocating resources and support for data governance efforts.
• Approving major data-related policies and decisions.
• Handling significant data-related incidents or breaches.

Members:

• C-Level Executives (CEO, CFO, CIO, etc.).
• Chief Data Officer (CDO) or equivalent.
• Business Leaders representing key functional areas.

The Strategic Level

At the Strategic level, typically labeled as the Data Governance Council (or similarly named body), the emphasis shifts towards translating high-level strategies into actionable data governance policies and frameworks. This level is crucial for establishing the guidelines that will guide data management practices across the organization. The Data Governance Council promotes data ownership, stewardship, and accountability, setting the stage for sustainable data quality and integrity. By identifying critical data assets and their strategic value, they prioritize efforts and resources towards managing the most valuable information. The Council’s role in monitoring and evaluating the program’s effectiveness ensures that adjustments can be made over time, contributing to its long-term sustainability.

The individuals on the Data Governance Council must be sourced from various business functions within the organization. It is essential to seek out leaders who have a deep understanding of their respective domains and a passion for data governance. Look for individuals with a proven track record of effectively translating strategic objectives into actionable policies and frameworks. These individuals could include senior managers, department heads, or subject matter experts with a demonstrated expertise in data-related matters. They should possess the ability to think strategically and have a broad understanding of how data impacts the organization’s overall strategy.

Responsibilities:

• Defining overarching data policies and priorities aligned with business strategy.
• Establishing data governance frameworks and standards.
• Assigning data ownership and stewardship responsibilities.
• Identifying critical data assets and their strategic value.
• Monitoring and evaluating the effectiveness of data governance initiatives.

Members:

• Representatives from key business functions (e.g., Sales, Marketing, Finance, Operations).
• Data Governance Manager or Leader.
• Compliance Officer.

The Tactical Level

The Tactical level, represented by Data Subject Matter Experts (SMEs) or Data Domain (subject area) Stewards, is instrumental in the day-to-day coordination and execution of data subject area-related activities. Their expertise and deep knowledge of specific business functions enable them to implement data governance practices in a practical and effective manner. They work closely with operational teams to ensure that data processes are carried out consistently and in compliance with established standards. This level’s contribution is crucial for sustaining the momentum of the data governance program on a practical, functional level, ensuring that it becomes an integral part of everyday operations.

When filling roles of Data SMEs, it’s crucial to recognize individuals who have a strong grasp of the specific business functions and domain they represent. Look for experts within the organization who have a deep understanding of their functional areas, such as Sales, Marketing, Finance, or Operations. These individuals should have a proven track record of executing data-related activities effectively within their domains. They could include business analysts, process owners, or experienced professionals with a solid understanding of data operations. These experts will play a critical role in coordinating data-related activities, for their domain, across different business functions.

Responsibilities:

• Coordinating and facilitating data-related activities across different business functions.
• Conducting data profiling, cleansing, and integration.
• Ensuring consistency and quality of data within their respective domains.
• Collaborating with data stewards and IT teams for seamless information flow.

Members:

• Functional experts from various business units.
• Business Analysts.
• Data Analysts.

The Operational Level

The Operational level, represented by the Data Stewards, is where the rubber meets the road in terms of data governance implementation. They are responsible for executing the detailed tasks involved in data management within specific business functions. Data Stewards ensure that data is captured accurately, validated, and reported on a day-to-day basis. Their efforts in maintaining data quality and integrity directly impact the sustainability of the program. Without effective operational-level governance, even the most well-defined strategic and tactical efforts would falter, underscoring the critical importance of this level in a sustainable Non-Invasive Data Governance program.

Recognizing people into Data Steward roles requires looking for ways people at the operational level interact with the data through their specific business functions. People that define data as part of their function, and who are held accountable for this action, are Data Definition Stewards. People that are accountable for producing data are Data Production Stewards. The same can be said for people that are held formally accountable for how they use data. Look for individuals who are already responsible for data-related tasks within their respective areas. These could be individuals currently handling data entry, validation, and reporting. They must have a strong attention to detail and a track record of ensuring data accuracy and integrity. These individuals may already be familiar with the specific data sets and processes within their business functions, making them ideal candidates for operational-level data stewardship.

Responsibilities:

• Executing day-to-day data management tasks within specific business functions.
• Ensuring accurate data entry, validation, and reporting.
• Managing data access and permissions and enforcing security measures.
• Overseeing the quality and integrity of specific data sets.
• Providing subject matter expertise on data-related matters.

Members:

• Individuals recognized as being formally accountable for the actions they take with data within their respective functional areas.

The Support Level

The Support level, consisting of governing partners, Information Technology (IT), working teams, and program administration, provides the essential infrastructure, tools, and expertise necessary for the sustainable operation of the data governance program. They ensure that the technology platforms and systems supporting data processing and analysis are robust and well-maintained. Their coordination with external partners and vendors, as well as program administration efforts, contribute to the program’s efficiency and longevity. Without a solid support structure, sustaining the Non-Invasive Data Governance program would be challenging, making this level integral to its long-term success.

For roles at the Support level, individuals can be recognized from various departments within the organization. IT professionals can be drawn from the existing IT department, ensuring that they have the technical expertise to support data management systems. Governing partners and the program administrator can be identified from relevant departments responsible for vendor management and program administration. Working teams can be assembled from tactical and operational individuals with expertise in areas like training, communication, and documentation. By drawing from existing departments and teams, the organization can leverage internal expertise to build a strong support structure for the data governance program.

Responsibilities:

• Providing the necessary infrastructure, tools, and expertise to enable effective data governance and management.
• Overseeing IT systems, data platforms, and applications supporting data processing and analysis.
• Managing partnerships with external vendors and ensuring compliance with data governance policies.
• Coordinating training, communication, and documentation efforts related to data governance.

Members:

• IT Professionals.
• External Partners and Vendors.
• Program Administrators.
• Cross-Functional Working Teams.

Conclusion

The successful implementation of a Non-Invasive Data Governance program hinges on the collaboration and commitment of every facet of an organization. It is a collective endeavor, where each individual, regardless of their specific role, becomes a steward of data integrity and quality. By fostering a culture of data consciousness and accountability, organizations can fortify their foundations, ensuring that data remains a reliable asset in the pursuit of their objectives.

As the digital landscape continues to evolve, this adaptive approach to data governance will prove invaluable, enabling organizations to navigate the complexities of an ever-changing data ecosystem with confidence and agility. In this dynamic era, where data reigns supreme, a holistic and inclusive approach to governance is not only a strategic imperative but a fundamental driver of sustained success.

Non-Invasive Data Governance™ is a trademark of Robert S. Seiner and KIK Consulting & Educational Services.

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