TSAM Boston – Lessons from the trenches

I was at the TSAM event in Boston recently where I had the opportunity to speak on the ‘Data Management’ stream on issues relating to data governance and to recount some salutary lessons from the trenches.

The brief was relatively simply – cover off the theory (briefly!) – then explore in depth some of the realities (the lessons!) – before finishing off with a run through of the practicalities, with a very specific emphasis on the aspects of successful operating models that can be re-used.

I kicked off the talk with a quick run through some familiar topics which allowed me a chance to vent some steam on a perennial bug bear – data governance is not data management…

I then moved onto explore the critical elements in the construction of data governance program…

And in particular to emphasize the importance of the ‘continuous improvement’ principle and how measurement and feedback are critical to moving your program up the data governance maturity glide path…

The next section of the talk focussed in on some stories from the trenches, and how we as an industry should be trying to tackle these problems – some of the topics covered:

Living in data quality denial
The dirty data theory
Silo heaven
Seized up engines
Snake oil tradesmen
Caveat venditor

I will come back with a blog on each of these topics at a later date!

The final third of the talk focussed in on operating models and some practical pointers on how successful operating models for governance and stewardship can be built.

The first point covered how operating models need to account for organization and cultural differences that exists between firms, as well as within firms…

In particular I focussed in on the key differences within firms that exist on the ‘imaginary’ boundary between the pre- and post- NAV worlds, and in particular how the SME’s that operate in those worlds have diverse and contextually different views of the universe in which they operate.

Next I looked at governance organizational models that work in some firms…

With the obvious caveat that operating models are like a good suit – they will fit some people very well and others not at all. The key point to pick up elements of the operating model that would work in YOUR organization, and relate well to how YOUR culture operates.

Finally I ran through some practical pointers on how to setup a stewardship organization…

Again my slides here show a split along the pre- and post- NAV worlds – in some firms there are other logical divisions that make more (or less!) sense.

In signing off and releasing people to their lunches – we finished with the reminder that there is a reason we try and get data right…