It's normal that Top Executives dont understand the relevance of Data Governance, in the 'iceberg analogy' it`s under water (no business value / direct business impact by itself). Point it making them to understand that without some data management fundamentals (such as data governance) they won't be able to get value at scale from data, as simple as that.

Resistance is often a positive indicator. Here is a four-step approach: Hold open and honest conversations with senior leaders to understand their specific concerns and objections. Are they worried about increased bureaucracy, potential impact on productivity, or a perceived loss of control? Share case studies or examples from other organisations that have successfully implemented data governance and achieved notable benefits. Start with a pilot project to demonstrate the effectiveness of data governance on a smaller scale. Establish KPIs to assess the impact of data governance policies, and make these results available for review.

To address senior leadership’s resistance to data governance, first ensure you align governance policies with strategic goals, highlighting how reliable data drives smarter insights, supports growth, and reduces compliance risks. Start with a small pilot to show practical impact and quick wins, integrating governance seamlessly into current workflows. Engage leadership by refining policies based on their feedback to ensure data governance supports Irembo's strategic objectives and reinforces a data-driven culture.

To navigate senior leadership resistance to data governance, I align it with strategic goals, showing how it supports objectives like compliance and operational efficiency. Quantifying the impact—such as costs of poor data quality—adds tangible value. I start with pilot projects to demonstrate quick wins, creating champions among influential leaders to build internal advocacy. Addressing concerns transparently, with flexibility in timelines and resources, helps ease resistance. Finally, I maintain regular progress updates, showcasing data governance as a practical, results-driven initiative that enhances decision-making and mitigates risk.

To address this, we need to approach the conversation by first establishing the foundational value. We must take a few steps back and focus on fostering a culture where data is seen not as a byproduct but as a critical informational asset This cultural shift should be embedded within business strategies to ensure alignment between data strategy and overall business.Once the data strategy is solidified and aligned, it should include defined principles and objectives that guide data management practices With these foundational layers in place, the role of data governance becomes evident as a necessary enabler for realizing the value of data. Building this culture incrementally helps ensure that stakeholders appreciate data governance

Strategic approach: First, highlight how it can mitigate risks and increase operational efficiency, enhancing the chances of improving their main indicators. With concrete facts and data, demonstrate tangible benefits, involve them in the policy creation process, ensuring that their concerns are addressed, show that Data Governance requires changes, however, it can greatly speed up the process. Finally, seek out influential allies within the organization who can support and promote the initiative.

As many have said, it's about bringing the benefits of data governance alive to stakeholders. Don't talk about processes, policies or frameworks, talk about impacts...what current issues, complaints, inefficacies, rework are caused by poor data governance. Use these examples to turn the benefits of data governance in time time savings, cost avoidance, reduction in poor services, and improved colleague experience. Visualise the data into meaningful ways...if it costs £5 to re-work a case or send out an operative, or 1 in 4 results in a complaint then this is what they'll understand this is there world....there not data governance experts, that's our job.