by Angela Guess
Jill Dyche recently compared the often difficult experience of starting a data governance program with a childhood experience involving a wet bar. When she heard the term and her parents refused to explain what it meant, her imagination went wild: “A wet bar sounded forbidden and vaguely sinister. Why did our neighbors have one and we didn’t? The neighbors had painted their living room chartreuse and they played chess, so they were obviously hippies. A wet bar was probably something sexy where you got to wear your bikini, no kids allowed. I’m reminded of the wet bar story when clients ask me about starting data governance programs. They have lots of questions and certain assumptions about data governance, though most have never seen it in action. It’s exciting but dreadful, important but dangerous.”
Dyche continues, “The reality of companies new to data governance is that it’s launched before it’s ready by people for whom the need to manage data is suddenly terribly urgent. Stakeholders are confused, and participation is reluctant unless it’s enforced. Data governance hasn’t even hit the CEO’s radar, never mind that none of the vice presidents have responded to your meeting invitation. Someone wonders “whose budget is paying for this?” The only meeting room available is the one along the inside hallway with spotty internet access and a broken projector. And when people do show up they appear beleaguered and gaunt, as if they’ve just escaped from filming Dr. Zhivago.”
photo credit: insidious_plots
