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Kelle O'Neal

Thanks for joining our data conversation! This blog is an opportunity to share the real life challenges, opportunities and approaches to improving the quality and value of data in your organization. We will write about everything data related from translating "data" speak into "business" speak, to governance models, to the real differences among the myriad software tools available. But there's one catch: we all have to agree to toss out the fluff. That's right, no 30,000 foot, theoretical strategies that leave you wondering how to execute and actually improve performance. Visit regularly to learn from peers and partners on how they are managing and improving data, and we hope you'll also share your views and experiences.

About the author >

As Founder and Managing Partner of First San Francisco Partners, Kelle O’Neal manages specialist data governance and data management consulting services to complex organizations that deliver faster time to results. Kelle can be reached at kelle@firstsanfranciscopartners.com or through the First San Francisco Partners website.

Follow First San Francisco Partners on Twitter at @1stSanFrancsico.

Editor's Note: Find more articles and resources in Kelle's BeyeNETWORK Expert Channel. Be sure to visit today!



Getting people to adopt new data processes and policies is a common challenge for organizations that are getting started with data governance.

Organizations will have the greatest chance of success in overcoming this hurdle if they focus their efforts on ensuring data governance awareness, data ownership and accountability for actions.

Read on for 10 tips to help people take personal ownership of data governance beyond their job functions.
  1. Ensure that all people understand not only WHAT it is they are supposed to be doing but WHY.
  2. Educate people on the impacts of the data management processes and their behavior and how it can penalize or promote the organization's data initiatives.
  3. Plan for some of the training to be done in a cross-functional group so people can understand how their behavior, activities and roles impact others' jobs.
  4. Raise awareness of new data management processes and of progress that has been made over time through targeted communication. Communication can either be "pushed," where the Data Governance Office sends information such as metrics and milestones out to key business stakeholders, or it can be "pulled," where people have access to and can obtain information when they choose.
  5. Establish roles and responsibilities around data management that are aligned with business strategy, being sure to obtain agreement by the Executive Steering Committee first. Then assign roles to each resource, ensuring that each role is not specifically tied to any one person.
  6. Formalize the roles and announce their resource assignments to the organization so they are clearly understood, and individuals can effectively assume ownership.
  7. Align people behind the data goals of your organization and provide clarity on priorities and actions.
  8. Decide how best to encourage desired behavior as well as discourage undesirable behavior, depending on the cultural norms within your organization.
  9. Conduct a workshop or awareness session with the relevant cross-functional groups to ensure everyone hears the same messages as well as understands the broader program. This also provides a time and place for questions to be answered in a single forum.
  10. Establish a system to communicate, measure and monitor progress.
With a thorough understanding of the new data management processes, how they fit into the broader data governance program and how the program benefits the organization, as well as who is responsible for what and how each person's role impacts that of others, people gain a sense of personal responsibility for the success of the company -  that not only helps with adoption of data governance but motivates adherence to it as well.


Posted September 22, 2015 3:51 PM
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