«I consider this Data Governance as a cure. (…) Data Governance can make things better.»
In this clarifying conversation, Finnish data expert Säde Haveri shares her 18 years of experience and introduces a practical framework consisting of five key elements that can guide any organization's data governance journey.
Säde, who is a Data Governance Manager at Relax Solutions and co-founder of Helsinki Data Week, first explains the important difference between a framework and a playbook. While many consultants offer ready-made solutions, Säde argues that a truly effective framework functions more like scaffolding, helping organizations uncover their own best path forward.
We dive deep into the five elements: the choice between a top-down or bottom-up approach, the balance between defensive and offensive strategies, how to define the right scope, identifying key stakeholders, and the strategic role of external consultants. Säde illustrates how these decisions affect the structure, implementation, and success of data governance, with practical examples from his own experience.
Here are our hosts key takeaways:
- Data Governance is at the heart of the socio-technical system - it requires a variety of skills.
- The experience for the end user has not change much in the last almost 20 years.
- There is a need for «group support» for data people.
What is a framework?
- There are ambiguous connotations of the word «framework».
- A framework is not a playbook.
- A framework describes the what, not the how. You need two adjust it to your reality.
- Think of a framework as non-prescriptive.
- Frameworks are related to best practices, but they are not the same thing.
- Use it to identify your strengths and build your data governance practices around those.
Top-down or bottom-up
- Can be a management awakening (e.g. GDPR), or a need for better data at a practitioner level that initiates the need for data governance.
- Top-down often materializes in conceptual approaches.
- You start at a conceptual level, you will create data governance roles around these conceptual entities.
- From a bottom-up perspective you are building governance around your tables or datasets.
- As a middle way, you can focus on data products as objects to build governance around.
Aligning strategy defensively or offensively
- Defensive vs. Offensive strategy - based on an article from Davenport 2017.
- There is no one-size fits all.
- You need to understand your motivation? Is it build due to risk mitigation needs or for business value creation?
- You need to understand your sector-driven differences.
- Look at this as a spectrum, where your approach can differ between offensive and defensive based on the criticality of the dat for the use case you are working with.
- You always have to show your value, the value needs to be measurable.
- AI ready data can be both offensive and defensive.
Identifying Scope & key stakeholders
- Identify your stakeholders and scope based on the strategic alignment on offensive vs. defensive.
- Use business stakeholders rather than IT, to gain a better understanding of the underlying problem.
- Data Governance is rather a business value enabler than a cost saving activity.
Determining the role of external consultants.
- You have to sell your solution. Selling is something you cannot outsource.
- If you are looking at tooling, consider if you can find consultants with the right knowledge and capabilities.
- Try to understand what experiences the consultants can bring to the table.
- Ensure that you are aligned on a methodological basis.
