Data Management – it’s all about the data...and the people

By Jon Asprey, Director, Strategic Consulting EMEA, Harte-Hanks Trillium Software

“A cardinal principle of Total Quality escapes too many managers: you cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships.”
- Stephen Covey

I’ve been very fortunate to work with a number of talented and inspirational clients on a variety of data driven programs. And I was musing on why some of these data quality programs have been more well-received within their organizations than others, and I came to the following conclusion. The initial, and continued, success of any information quality or data governance program is very much dependent on the qualities of the people involved in that initiative.  Now, that sounds like a no-brainer, but this is an important observation.

Furthermore, the ability to communicate effectively with senior management and the business functions within an organization will determine the success and the longevity of any data governance initiative.

So, there are some key areas where critical skills must be honed within any information management team to ensure credibility and business buy-in.

First, a consultative approach is a must.  The team should include people with keen personnel management and business analysis skills who understand business processes, can run internal workshops and collate requirements and feedback.

Next, focus on bottom-line impact.  Ensure that issues identified can be linked to a tangible business impact. Efficiency and time savings are good, but metrics relevant to the business, such as financial loss, risk or compliance, are most effective.  This will require individuals who can work with data analysts to “frame up” data issues in a way the wider business will understand.

Finally, internal communication and “PR” is critical.  Once tangible benefits are identified or realized, a senior representative must be able to communicate this across the wider organization. This will assist with momentum, increased participation and the ability to engender a culture change on the front line.

In many cases, these skills are not naturally present within the profiling or data quality management team and must be developed. Not to say the individuals are not capable, but it is simply a way of thinking that the team must become accustomed to and comfortable with.

I believe that, as with data quality improvements, the establishment of a data management strategy is an iterative process which improves and is enhanced over time. It’s the skills of the actual people involved, and not just the technology or partners that will ensure its ongoing success. So, as always in business, your people and your data are your greatest assets.

Comments

[Project Management Software]

In many cases, these skills are not naturally present within the profiling or data quality management team and must be developed. Not to say the individuals are not capable, but it is simply a way of thinking that the team must become accustomed to and comfortable with.