More than ever, we hear \u201cchange is the new norm,\u201d or \u201cchange is inevitable,\u201d and so on. Yet, statistics show that most business transformations fail to reach their desired business outcomes. In fact, business value comes when organizations successfully implement and adopt change. Projects (like new data governance technology) with adoption and change management produce<\/a> as much as seven times greater outcomes compared to those that do not have those practices embedded into the program.<\/p>\n Solid change management strategies account for sponsors and leaders of impacted teams to communicate, provide support, and remove barriers \u2014 whether within a new implementation or for improving your current data governance lifecycle<\/a>. This intentional approach should work in tandem with the project or governance team so you don\u2019t overlook the human element.<\/p>\n Data governance involves setting rules and protocols, informed by strategy, for how your company should manage its data. It might include the creation of:<\/strong><\/p>\n These measures can help maximize data value while minimizing data risks, but they won\u2019t happen without adoption by people who manage and make decisions based on the data. Real data governance is a thoughtful process with a full lifecycle \u2014 from brainstorming to planning to implementation, evaluation, and reform. Applying a change management framework<\/a> throughout the data governance lifecycle will help to bring employees along proactively and inclusively.<\/p>\n Effective data governance increases alignment between employees\u2019 daily tasks and the company\u2019s strategic aims. When implementing data governance programs, we often hear the expression, \u201cWhat\u2019s in it for me?\u201d (WIIFM). If people understand the WIIFM, adoption tends to go a lot smoother.<\/p>\n From an employee perspective, one perk of an OCM-informed data governance approach is the potential to work smarter, not harder.<\/strong> If you can optimize the tools and processes people use to do their jobs, you can often streamline their workflows, boost their output, and enhance their performance. In other words \u2014 potentially more pay, less stress.<\/p>\n An OCM-informed program can help folks stay out of trouble, too. Data governance programs should address a company\u2019s compliance with data regulations, industry standards, and internal policies. By being involved, employees can better understand their role in protecting the company and themselves against legal and regulatory risks.<\/p>\n One example: If you loop nurses and doctors into clinical data governance, you can show them how their daily charting and workflow habits could put them at risk for breach of patient confidentiality \u2013 or potentially save them (and your institution) from nasty malpractice suits.<\/p>\n Finally, because OCM is designed to infuse company culture with both a data-informed and human-centered mindset, it leads to more fair, equitable and transparent work environments. For instance, if employees are directly involved in HR data practices, they can help to create appropriate performance benchmarks and transparent pay and bonus systems for all.<\/p>\n While the technical aspects of data governance are crucial, the success of any program hinges on people’s willingness and ability to adopt it. Apply change management practices<\/a> to promote data governance adoption with these best practices:<\/p>\n Are employees aware of why the change is important and what you expect of them to help achieve the business goals? Data governance typically requires employees to incorporate new tools, technologies and procedures into their workflow.<\/strong><\/p>\n Beyond informing people about the change, solid OCM practices encourage feedback and measurement of the change process itself (i.e., listening and responding to people\u2019s concerns, questions and suggestions). This step enables key employees or teams to be part of the solution and increases their buy-in. Asking people for input early and often about a proposed change is one of the most valuable ways to ensure success and sustained practices.<\/p>\n Internal communications can make or break the roll-out of a data governance program<\/a>. Have a leader-aligned plan of your program’s objectives, goals and benefits \u2014 and employees\u2019 roles within it \u2014 at routine, predictable intervals. This alignment helps maximize awareness and minimize resistance that too often accompanies siloed data governance implementations.<\/p>\n By weaving new behaviors into company culture or proven processes and people, the implementation leads to lasting habits rather than short bursts of activity. Through tactics like positive feedback loops, including key contributors in the solution development, and reward mechanisms for behavior change, you\u2019ll see changes adopted over time as part of a sustained governance program.<\/p>\n Applying change practices within your data governance program brings a people-centered approach versus only high-level communication in the hope of positive reception. Below are specific examples of how it plays out within a new implementation or when updating your governance lifecycle:<\/p>\n Change won\u2019t last if leadership fails to embody it. While a project may and should have a primary sponsor, all leaders of impacted teams need to contribute to delivering key messages and local decisions or supporting new processes. This should be more than sending emails or speaking in town halls but promoting and attending training or testing sessions and providing expertise to solve data-related problems along the way.<\/p>\n What will the program deliver, specifically, to reach the desired business outcomes? This definition, alignment across leaders, and a corresponding message strategy to communicate those objectives to all stakeholders should take place in early change strategy and planning.<\/p>\n Identify the key groups (stakeholders) the data governance initiative will impact. Create a stakeholder map like this one to determine how much influence they\u2019ll have on the program\u2019s success. Use these insights to plan strategic engagements with the groups at each step of the data governance lifecycle.<\/p>\n Employees need assurance that you will provide training or self-guided learning opportunities. Include training and educational materials in your communication plan. Conduct workshops, webinars, lunch-and-learn sessions, and more to educate stakeholders about various aspects of the data governance program. Effective learning within change projects means investing in time and resources \u2014 pennies on the dollar compared to unprepared, frustrated individuals and teams.<\/p>\n Gather feedback from different stakeholder groups based on timing and those most impacted. You can do this through open forums, Q&A sessions, surveys, or dedicated email addresses. But it\u2019s not enough to just collect their input. Make sure to capture their concerns or ideas to help resolve issues (even if you disagree), follow up with them on the findings, and weave workable viewpoints into your program where helpful.<\/p>\n Craft core messages about the importance of data governance, its benefits, and the expected impact on people\u2019s work. Tailor these messages to suit different stakeholder groups. Share them with each respective group in clear and concise ways. Consider using a combination of channels and messaging styles to maximize your reach.<\/p>\n Share updates at routine, predictable intervals, such as by presenting at recurring staff meetings. Outline when and how often communications will take place, and stick to the schedule. Include major milestones, deadlines and training sessions in the schedule and announce these beforehand.<\/p>\n Evaluate your initiative continuously. Evaluation can include:<\/p>\n Adjust strategies based on the insights uncovered.<\/p>\n Effective data governance is an ongoing process. When you approach it with proven change management practices<\/a>, you open lines of communication and can quickly increase adoption to support the organization\u2019s evolving needs.<\/strong><\/p>\n Data governance is rarely easy, but when done with a people and change built into the approach, the more likely you\u2019ll reach your desired business value and achieve success. Does your company put people first in its data practices?<\/p>\n \n What Is Data Governance?<\/h2>\n
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\u201cWhat\u2019s in It for Me?\u201d<\/h3>\n
How Change Management Can Propel Data Governance Success<\/h2>\n
1. Boost employees\u2019 sense of ownership.<\/h3>\n
2. Ensure awareness across all data stakeholders.<\/h3>\n
3. Sustain change over time.<\/h3>\n
More Specific Change Practices to Enable Success<\/h2>\n
Intentional Change Leadership<\/h3>\n
Clear Objectives<\/h3>\n
Stakeholder Mapping<\/h3>\n
![\"Centric](\"https:\/\/centricconsulting.com\/wp-content\/uploads\/2023\/10\/Stakeholder-Analysis-Matrix.jpg\")
<\/a><\/p>\nAccessible Training<\/h3>\n
Active Listening<\/h3>\n
Tailored Communications<\/h3>\n
Predictable Touchpoints<\/h3>\n
Adjustable Strategies<\/h3>\n
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Conclusion<\/h2>\n