You're facing resistance to data governance. How can you turn skeptics into advocates?
When resistance to data governance arises, employ tactics to change hearts and minds. Here's a strategic approach:
How have you turned skepticism into advocacy in your organization?
You're facing resistance to data governance. How can you turn skeptics into advocates?
When resistance to data governance arises, employ tactics to change hearts and minds. Here's a strategic approach:
How have you turned skepticism into advocacy in your organization?
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Data governance can't be done to people. It needs to be done with people. If people are contributing to the creation of data governance at the company, they're more willing to buy into it and be advocates. The biggest resistance to data governance usually comes from people not understanding it. You need to be clear. People working in the data space often either don't know enough or know too much, and as a result have trouble clearly explaining it to the audience. Unless you're clear, people will be confused. Be prepared for questions about the differences between data governance, data management, data quality, etc. If you're not clear and specific, they won't necessarily buy in to what you're telling them.
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My two cents - While acknowledging potential challenges, organizations should prioritize action. By cultivating a positive and solution-oriented mindset, teams can overcome obstacles, whether they pertain to data governance, management, quality, or business outcomes.
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Demonstrating its (indirect /& non visible /& intrinsic) value with easy practical examples related to their day to day, ideally not generic and custom to their reality (previous discovery around those reluctants around the organization... I.E.: 1) requesting access to X info... every week the same!; 2) or struggling with 'the truth' and avoiding same disagreements month by month; 3) falling again in same data issues/errors due to lack of quality or redundancies...). Each small benefit is like a drop, the important thing is to make them see that it is not necessary to fill the glass at once, but to understand that all help is good.
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I'd argue with the premise of the question. You can afford to leave the sceptics to last. Get the rest of the business on board, and the sceptics just become a minority of naysayers. They aren't that important once you have tipped the balance, getting the keen, the receptive and the neutral over the line, and managing data as an asset just becomes normal business practice.
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Data is the digital manifestation of the physical work being done by our people and should be treated as an asset. Data is the foundation of anything digital the company wants to do and must be organized and handled like we are making million dollar decisions with it...which many companies are. The way that's done is through a business-forward approach treating data as an asset. This means we have teams and people who own data and buy-into the company perspective that data is a company asset.
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Always know there is more than one way to navigate a difficult terrain. Turning Skeptics into Data Advocates, means to base your reliance on Data, it’s correctness , it’s historical impact and bringing out the data behind the data. For eg: rather than merely showing the data, focus on the why ? Speak the business language.
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To turn skeptics into advocates, listen to their concerns and address them transparently. Clearly communicate the benefits and align the initiative with broader goals. Provide tangible, quick wins to build trust, and involve key stakeholders in the process. Empower others to become champions and lead by example.
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In my experience, turning skeptics into advocates for data governance requires a multi-faceted approach. One strategy that's proven effective is building a coalition of influencers within the organization. By identifying and engaging key figures who can champion data governance, we create a powerful ripple effect that can sway even the most resistant team members. Equally crucial is maintaining open and frequent communication throughout the process. I've found that regular updates on progress, challenges, and successes keep everyone informed and engaged, fostering a sense of collective ownership. Perhaps most importantly, celebrating quick wins has been a game-changer!
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