By Pete Stiglich
Addresses the concern that governance might slow teams down or feel like a ‘roadblock.’ The post argues that data governance is inherently a strategic decision-making process about enterprise data assets, so creating boards and stewardship committees is necessary—provided it is done thoughtfully and in phases. It recommends forming governance organizations only after an assessment and roadmap, starting with a Data Governance Board under executive sponsorship. The author cautions against ‘heroic’ IT-only efforts (models, repositories, quality tools) without governance endorsement, which often burn out and fail to sustain.
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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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