You're pushing for new data governance policies. How can you secure executive buy-in?
To gain executive buy-in for new data governance policies, emphasize the strategic value and risk mitigation these policies provide. Here's how you can effectively communicate and align your proposal with executive priorities:
What strategies have you found effective in getting executive support for new initiatives?
You're pushing for new data governance policies. How can you secure executive buy-in?
To gain executive buy-in for new data governance policies, emphasize the strategic value and risk mitigation these policies provide. Here's how you can effectively communicate and align your proposal with executive priorities:
What strategies have you found effective in getting executive support for new initiatives?
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If you want executives to support new data governance policies, focus on showing how these policies add value and reduce risks. Here’s how you can make your case effectively: 1. Show the benefits: Explain how data governance can help the business make better decisions, work more efficiently, and achieve its goals. 2. Address risks: Highlight how strong data governance protects against data breaches and ensures compliance with regulations. 3. Share success stories: Use real-world examples from similar organizations to show how these policies have worked well for others. Keep the message clear and directly aligned with what matters most to your executives
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Diverse executives in an organisation (Business and Tech) need to understand 3 things to be comfortable with any data governance policy : 1. The way it will enable better risk and compliance management by actually proving that it solves real-world issues as has been seen in the recent past in the organisation or competitor. 2. That it will not constraint data to be democratised for consumers (with the right profiling and entitlement framework). And it can still be monitised. 3. That the policy can be engineered and automated to keep OPEX under control. Only people behind adherence of policy has low sustenance.
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To secure executive buy-in for data governance policies, focus on aligning the initiative with business goals like growth, risk management, and compliance. Highlight the measurable benefits, such as cost savings, improved decision-making, and reduced risks. Share real-world case studies to demonstrate the impact of effective governance. Use clear visuals to showcase ROI and business outcomes. Position governance as a strategic advantage, not a constraint, and propose a pilot project to showcase immediate, tangible results, building trust and confidence in the long-term value.
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To me is all about demonstrate how improved data governance supports critical initiatives, such as digital transformation or customer experience improvements. Also, is important to showcase the cost of poor data quality (e.g., inefficiencies, errors, missed opportunities). I also believe a good Data Governance strategy must be human-centric, with the capacity to empower employees and enable better decision-making and fostering collaboration among employees and stakeholders, creating accountability rather than a conceptual idea of “data ownership”
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To secure executive buy-in for data governance policies: - Start with measurable impact. Highlight how poor data practices affect growth and decision-making. - Share a compelling story. Use examples of companies that succeeded or failed due to governance. - Position governance as a strategic advantage. Focus on business growth, not just compliance. - Address their priorities. Connect governance directly to efficiency, cost savings, or risk reduction. - Provide actionable steps. Outline a clear plan with expected outcomes and timelines. This approach aligns governance with their vision and priorities.
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The better performing approach in my experience has been displaying the limitations that the current data governance policies have in several use-cases such as data quality checks, data integrity, documentation, or impact analysis. Effectively displaying the current limitations and highlighting the benefits of a new approach was the key to secure executive buy-in.
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Management wants to see a clear connection between the investment in Data Governance and financial returns.We can showcase and highlight those short term and long term results 1.Cost Savings through reduced data redundancy, improved data quality and minimized compliance fines. 2.Revenue Generation opportunities through data monetization strategies. 3.Risk Mitigation by minimizing the chances of data breaches and regulatory penalties. 4.Improved Productivity due to streamlined access to data and reduced time on data cleanup and verification activities.
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One thing I've found helpful is to identify the benefits of the program and how that relates to each of the leaders from which you need buy-in. As you have conversations it let's you focus on value creation data governance and not some intangible concept. At the same time, I also think this helps you make sure the governance program is grounded in things that create value and need to exist. If you're creating a governance model that's not assigned to what the business needs your augments will fall on deaf ears. Consider creating only those elements of the program that you can directly tie the value to the goals of the organization and you'll find support starts flowing in.
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Securing executive buy-in for data governance is all about framing it as a win for them. 1. Speak their language: Emphasise risk management and ROI. “Data governance isn’t red tape—it’s a safety net for profits.” 2. Scare them smart: Share competitor horror stories to highlight the cost of neglecting data. 3. Show wins: Tie governance to better decisions, faster results, and stronger customer trust. 4. Make it easy: Reassure them it’s low-maintenance for them but high-impact for the business. Keep it clear, relevant, and focused on what they gain—results, not bureaucracy.
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Keep it simple! Highlight what inefficient data governance policies are costing the enterprise in labor, time and most importantly revenue.
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