The Making of Enterprise Data Governance (Part 1)
Hello everyone. This is my first blog post in this space, and in fact, my first blog post in quite some time. So, I’ve got a good bit of catching up to do. In my defense, as a product manager in the world’s leading provider of all things data keeps you, uh…busy.
As I write this, I’m headed to the MDM 360 Summit in New York, an event Informatica hosts annually for leading lights in the Master Data Management community, customers, analysts, partners, prospects, and us, of course, to network and learn about what’s happening, and what’s coming, in that community. I’ve been to every one of these since we launched the event in 2014, and for me it’s a tremendous privilege that we can get hundreds of busy practitioners to come out for it. (Having the market leading solution for Master Data Management helps.)
At the conference last year, I and my colleagues were in the middle of a contextual survey of the data governance teams of some of our largest customers, and we took advantage of the Summit to interview several of them, both at the conference, and in meetings subsequently that week in the New York area. In that inquiry, and subsequent usability studies, we talked to over 16 teams, more than 150 people, and they told me a lot about how they currently do their job, where their pains are most acute, and how they interact with people within their team, and outside of it, to get things done. I learned a lot from them, but mostly what I learned is this… Our enterprise customers are fortunate to have truly dedicated people working on the most acute and consequential data governance challenges they face today. For some of these people, it isn’t even their day job, yet their success or failure will dictate the future of some of these very large companies.
They say data governance isn’t fundamentally a technology problem, that successful programs blend an equal emphasis on people, process and technologies, and I certainly agree. But, what I learned from these people also is that data governance isn’t a game, either. It’s not a meeting of cross-functional executives to get together once a month and gab about their latest data problems over coffee and sandwiches. Or at least it hasn’t been for a long, long time.
Data Governance is a real problem, worked on by very real people. My business card says “Informatica”, but at the end of the day, I work for these people, putting Informatica’s prodigious data management capabilities at their service.
Doing data governance right is hard enough as it is. The technologies you use to support your people and processes should make it easier, not harder. At the conference this week, and in the days and weeks to come, you’re going to learn how me, and Informatica, are going to do just that.