Fixing What’s Broken in Data Governance: A Practical Path Forward

Data governance often feels like a paradox. Everyone agrees it’s essential, yet many organizations struggle to make it work.

Councils bogged down in bureaucracy, elusive data ownership, and undervalued data stewardship are just some of the hurdles. But these aren’t insurmountable problems.

The key lies in shifting our approach—from theoretical frameworks to practical, action-driven solutions that address the core challenges.

1. From council stagnation to actionable governance

Data governance councils or committees often fall into the trap of endless discussions without tangible outcomes. To turn these groups into engines of progress:

• Redefine the mission: Shift the council’s role from oversight to execution. Instead of being purely advisory, empower councils to make decisions and allocate resources for data initiatives.
• Lean teams with diverse expertise: Replace bloated committees with smaller, focused groups comprising representatives from business, IT, and analytics. These members should have both the authority and accountability to drive change.
• Agile governance: Introduce shorter, more frequent meetings that focus on specific issues with clear deliverables. Use dashboards to track progress and ensure follow-through.

The shift from endless planning to agile, outcome-driven governance is what transforms councils from roadblocks into catalysts.

2. Simplifying data ownership

Data ownership remains a sticking point because it’s often misunderstood or perceived as an extra burden. To address this:

• Define ownership clearly: Ownership should align with existing functional responsibilities. For example, marketing owns customer data, finance owns financial data, and IT ensures its availability and security.
• Support owners with tools and training: Provide data owners with the resources they need, including tools for monitoring data quality and training to understand their roles. Ownership should feel manageable, not overwhelming.
• Align ownership with incentives: Incorporate data ownership responsibilities into performance metrics. Recognize and reward teams for maintaining high-quality data, demonstrating the tangible impact of their efforts.

Ownership thrives when it’s simplified, supported, and incentivized—making it an opportunity for empowerment rather than a source of resistance.

3. Elevating data stewardship

Data stewardship is treated as an operational necessity rather than a strategic function. To change this narrative:

• Highlight the business impact: Showcase how stewardship improves decision-making, compliance, and customer trust. For instance, link a successful product launch or regulatory approval to the work done by data stewards.
• Embed stewardship into strategic initiatives: Make data stewards part of cross-functional projects where their expertise can directly influence outcomes. This positions them as enablers, not gatekeepers.
• Invest in stewardship tools and automation: Provide tools for data profiling, monitoring, and cleansing to make stewardship more efficient and impactful. Automating routine tasks frees stewards to focus on higher-value activities.

By connecting stewardship to measurable outcomes and strategic goals, we can elevate its perceived value within the organization.

4. Fostering a culture of collaboration

None of these solutions will stick without a cultural shift. Data governance must be everyone’s responsibility, not just the job of a few dedicated teams. To foster this culture:

• Promote data literacy: Equip employees with the knowledge to understand and use data effectively. Data literacy programs should be part of onboarding and continuous learning.
• Tell the data story: Use real-world examples to show how governance efforts have driven business success. People are more likely to engage when they see the impact.
• Encourage cross-functional collaboration: Break down silos by creating teams that bring together business, IT, and analytics stakeholders to solve specific data challenges.

A collaborative culture ensures governance efforts are embraced and sustained across the organization.

Turning problems into progress

Data governance doesn’t have to feel like a never-ending struggle. By rethinking councils as action-oriented teams, clarifying and supporting ownership, elevating the role of stewardship, and fostering a collaborative culture, organizations can overcome the obstacles holding them back.

These changes require effort, but the payoff is undeniable: accurate, reliable data that drives better decisions, enhances innovation, and creates a competitive advantage. Data governance is about enabling the future of your business.

The sooner we address what’s broken, the faster we can unlock the full potential of data.