Organizations are proactively implementing data governance (DG) programs. But many of them face setbacks in executing a successful DG program. What results in the failure of DG programs of certain organizations? What can your organization do to ensure successful implementation of data governance? Read on to find out.
Two sides of data governance
Apart from the core technological changes brought about by a data governance implementation, there are two sides it impacts profoundly:
Business side is concerned with the tangible aspects of the change such as the units the transformation is confined to, the number of people affected by it, the technological updates involved in the change etc.
People’s side is with respect to the people involved in the change – the investors, management, employees, customers and how they perceive the change, their understanding and willingness to adapt and so on.
The business side of the program, although complicated, is quantifiable and can be brought into practice easily. But the success of a DG program requires full support from the people’s side too.
Hurdles in bringing people onboard in a data governance program
Getting employees onboard to implement a DG program is often a real challenge. Only when there is a setback in the DG implementation, organizations realize there is a conflict of interest between them and their employees. It could be due to various reasons such as:
- Lack of understanding among employees about the data governance program.
- Conflict in prioritizing between existing and DG tasks.
- Dearth of skilled human resources to implement DG.
- Trouble in coordination between different groups of stakeholders.
- Reluctance to adapt to the new policie
- Communication gap between management and employees.
An effective change management strategy will help to address and overcome these challenges.
Organizational change management
Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. In other words, OCM is helping people at every step of the transformation journey to deliver value for the company.
To manage the transition brought about by a DG program, companies need to ensure communication happens through the following 5 steps what we’d like to call MIMES:
Motive – Communicate with management and employees about why the company is adapting a DG framework and what will be the gain for the stakeholders through this. Update policies and procedures and make them accessible to all.
Imagination – Envision future state of the company after the implementation of the DG program.
Method – Plan and document the implementation process in a clear and precise format. Recruit and train resources as deemed necessary.
Engagement – Assign responsibilities and hold every employee accountable for their actions. Prophesize people’s reactions, listen to stakeholders’ concerns, reservations, and troubles in keeping up with the change.
Sustain – Set goals and reward people for achieving new milestones. Address problems and act upon received feedback in an ongoing basis to sustain the changes and continue the success of the DG program.
Ensuring MIMES will bring employee and organizational goals closer and improve learning, teamwork, trust and loyalty. Rather than enforcing new policies and technology in the place of old ones, making a people-friendly approach towards change management will make your DG program a sure success. If you would like to know more about I&I’s OCM’s aligned data governance implementation, click here.