If data governance stakeholders can plan for common challenges and address them at the outset of a new initiative, their projects will have a much greater chance for success.
To say data governance is complicated is putting it lightly. According to one survey, the average number of data sources in a single organization is 400, and nearly one-quarter are managing data from 1,000 or more sources. Across these systems, enterprises generate an estimated 6.4 zettabytes of new data per year. Corporate data is exploding, and all the while, the parameters around it are closing in, with more regulations, more security threats, more privacy laws, more blurring of geographical and jurisdictional lines, and more pressure for employees to extract value from data.
In response to these pressures, enterprises (roughly 90% according to Garter) have increasingly embraced the Chief Data Officer (CDO) role over the last several years. The CDO, an executive position that typically sits under the CEO, CIO, or CTO, is responsible for becoming the master of an organization’s data assets and its governance. Yet, even with a CDO in place, many data governance initiatives are so burdensome that they can stall or fail to deliver on expectations.