Our client is a division of a large healthcare organization focused on software and other technology used in hospitals and doctors’ offices with a product line that drives over $2B in revenue. The Data Governance organization within the company supports business architecture, master data management, data warehousing, data stewardship, data quality, analytics, and reporting. The organization was aligned to IT but was working to make business leads the owners of the structure and quality of data used throughout the business.
While the data governance organization had been established for well over a year, it was struggling to connect with the business leaders it needed to influence to be successful. The organization was looking to relaunch, develop clear branding, clear messaging, and get the organization to think differently about data and information. To become good stewards of the company’s information and data, the business leaders and business users needed to understand what data governance was, how they were to interact with the new team, and what they could do to help.
Jabian built an approach that combined a clearer articulation of the team’s processes, organization structure, and responsibilities, along with clear messaging around the organization.
- Met with stakeholders outside of the organization to understand how well they understood the mission of the data governance team and how they were expected to interact
- Worked with the data governance team to define the work entry and prioritization process for projects requiring the team’s expertise
- Assessed the capabilities of the team members and clarified the organization structure
- Applied Jabian’s Change Management Methodology to build a plan for deploying the organization’s capabilities
“BOW TIE” STRATEGY MAP
DATA GOVERNANCE CAPABILITY MODEL
Jabian constructed a communications strategy for the organization, built out the internal workflow processes for the team, worked with leadership and the business unit CIO to assess and restructure the organization, and assisted leadership in communicating with the organization’s stakeholders. This resulted in the team’s restructuring and re-focusing on more tangible outputs that could serve the immediate needs of the broader organization.