By Pete Stiglich
Provides an example organizational structure for implementing governance and stewardship in phases, tailored to culture, size, and data complexity. It focuses on the Data Governance Board as the enterprise decision-making body for strategic choices about data and Enterprise Information Management (EIM) investments. The post stresses that governance should be business- and data-centric (not folded into IT governance in a way that dilutes data’s importance) and explains how executive sponsorship and balanced representation help legitimacy. It also frames governance as a program that persists because data challenges evolve with business change.
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Pete Stiglich: Trusted Expert in Data Architecture & Modeling
Pete has over 30 years of data architecture, data management, and analytics experience, most of that time as a consultant in industries such as government, finance, healthcare, insurance, and more. He is an industry thought leader in data architecture and data modeling and has developed and taught many courses on these topics. Pete enjoys helping clients solve complex data problems, leveraging proven approaches such as “Modeling the business before modeling the solution” which provides a benefit to clients that many IT professionals miss.
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