Most organisations think they’re doing data governance. The truth is, they’re just ticking boxes, and it’s costing them.

 

The Terms and Conditions Applied series cuts through the noise surrounding data governance with straightforward, practical insight into why governance efforts often stall and what to do differently. Designed for business and technical audiences alike, the series offers:

 

  • Practical strategies for evolving governance from tick-box compliance to a scalable, value-driven capability.
  • Clarity on the often-misunderstood roles of metadata management and MDM in a complete governance framework.
  • A blueprint for turning proof of concept efforts into robust, scalable governance solutions.
  • Guidance on integrating governance seamlessly into enterprise-wide data strategies.
  • A forward-looking view of how AI, automation, and real-time governance are reshaping the landscape.

 

Over eight instalments, Terms and Conditions Applied challenges conventional thinking and provides actionable guidance drawn from real-world experience. The goal? To help organisations turn governance from an overhead into a genuine competitive advantage.

Making governance stick with people, process, and change

This is the sixth post in the Terms and Conditions Applied series. So far, we’ve explored the often-overlooked role governance plays in data initiatives, the right tools and frameworks needed for success, and how to build governance as a product rather than a compliance exercise. We’ve also discussed moving from PoCs to scalable MVPs and how to build a compelling business case for governance. But what good is all of that if governance doesn’t truly take hold within the organisation?

 

 

The challenge: Making governance last

One of the most common reasons governance efforts fail is a lack of integration into how people actually work. Even the most well-designed governance frameworks will struggle to gain traction if they remain abstract concepts or are perceived as administrative overhead.

 

People often view governance as something that exists outside their core responsibilities which adds an additional layer of bureaucracy rather than a practical enabler of their work. Cultural resistance can be particularly strong if governance is presented as a set of rules to be followed rather than a tool that supports the organisation’s broader objectives.

 

 

Structuring governance for success

Embedding governance successfully requires integrating it into the organisational fabric. This involves establishing clear ownership structures and fostering a culture where governance is seen as valuable, not burdensome. For example, a large organisation aiming to implement governance across multiple departments could face resistance due to the perception that governance is an unnecessary administrative burden. By assigning clear data ownership roles within each department and linking governance efforts to measurable business outcomes, the organisation will gradually build buy-in and improved adoption.

 

  • Establishing data ownership: Assigning ownership and accountability to specific data domains or assets gives governance direct responsibility and relevance. This should feel familiar; it is similar to the concept of product ownership in software development, where an owner is accountable for defining objectives, aligning resources, and delivering measurable outcomes. Applying this mindset to governance makes it feel less like an imposed requirement and more like a purposeful, outcome-driven initiative.
  • Incentivising good governance practices: Recognition, rewards, or even tying governance practices to performance metrics can significantly improve adoption. This can include recognising individuals or teams who contribute to improved data quality or compliance through effective governance practices.
  • Building effective communication channels: Governance must be actively communicated and reinforced. This goes beyond issuing policies or guidelines as it requires regular dialogue, feedback loops, and continuous improvement.

 

 

The role of change management

Change management plays a critical role in successful governance adoption. All too often, it is only applied sparingly. Embedding governance is not just about defining processes and assigning ownership but it’s about helping people understand why governance matters and how it impacts their work.

 

Effective change management helps bridge the gap between governance frameworks and practical application. By addressing the cultural aspects of governance, such as aligning governance objectives with business goals and fostering buy-in at all levels, change management supports the creation of a governance culture rather than just a governance framework.

 

Applying structured change management techniques, such as the ADKAR model or continuous feedback loops, can be instrumental in having governance initiatives that are embraced rather than resisted. Establishing a communication strategy that highlights benefits and demonstrates ongoing value is essential for achieving long-term traction.

 

 

Aligning people, process, and change

A successful governance approach requires bringing together people, processes, and change in a cohesive way. Operational frameworks like GAP can provide structure and consistency, but cultural adoption is just as important. Governance needs champions; individuals within the organisation who understand its value and actively promote it.

 

Ultimately, making governance stick means embedding it into everyday activities rather than treating it as something imposed from above. Demonstrating real value to stakeholders is what will ultimately determine its success.

 

 

Achieving traction over time

No governance initiative succeeds overnight. The journey from framework to culture requires patience, adaptation, and continuous improvement. Addressing both the operational and cultural aspects of governance helps make governance durable and capable of delivering ongoing value well beyond the initial implementation.

 

In the next post, we’ll explore how to scale governance from an MVP to enterprise-wide adoption, making it a fundamental part of the organisation’s data strategy.

#DataGovernance #Metadata #Purview #Compliance #Analytics #TelefónicaTech #TermsAndConditionsApplied

Authored by

Related Assets

Terms and Conditions Applied | Part 1
This is the first in a new series on data governance starting with the uncomfortable truth at the heart of it: governance is often the weak link quietly slowing down your data efforts. I
flip me
The weak link that is quietly slowing you down
t’s not that it’s missing, it’s that it’s fragmented, treated as overhead, or added too late to make a difference.
Read here
Terms and Conditions Applied | Part 2
Whether it’s treated as an afterthought, poorly prioritised, or simply misunderstood, the end result is usually the same: data efforts stalling or failing to reach their potential.
flip me
The tools you think you need vs. the ones you actually do
But recognising that weak link is only the start. Laying solid foundations with good process and clear ownership is critical. And it’s a theme we’ll return to throughout this series. What’s equally important is understanding that tooling alone won’t solve the problem. Even the best tools will struggle if governance isn’t planned and implemented with the right framework, principles, and roadmap.
Read here
Terms and Conditions Applied | Part 3
So far, we’ve looked at how data governance can be the weak link quietly that is slowing down your data initiatives and how different toolsets such as metadata management, MDM, and governance frameworks, fit into a complete governance picture.
flip me
Governance as a Product
The logical next step is to consider how governance itself can evolve from a process-oriented mindset to a product-oriented one. It’s a subtle but powerful shift, with far-reaching implications for how governance is adopted, embedded, and valued across an organisation.
Read here