How to Identify Capacity for Change: The Essential Ingredient For Your Data Governance Program

In a previous article, (see here), I discussed capacity for change as a vital consideration when thinking about who within your organisation would be a great fit for a future data owner. 

The fact is that you can define a perfect framework, great processes and top-notch data controls, but if you don’t have an active and engaged organisation working with you, your data governance initiative will fail. 

It’s often said that data governance is about People, Process and Technology.  

But it’s mainly about people.

If you’ve tried to orchestrate a data governance initiative, you’ll know this. 

In my experience, most people in an organisation will be positive about the implementation of a data governance initiative – although there are always those who will be negative from the start!

Most will agree that it is the right thing to do.  However, when it comes time for them to step up, you’ve probably heard a different story.  

Maybe you’ve invited them to take on a role such as data owner. 

You’ll hear that maybe, they’re not the right person.   You need to speak to Bob in Accounts. 

Or they might say that, whilst they would love to do it, they don’t have the time. 

Sound familiar?

Clearly, identifying those with capacity for change is vital 

But how do you identify them?

What is Capacity for Change?

Let’s be clear, first of all, about what we mean by this term.

Capacity for change refers to the overall capability to respond. 

We can measure capacity on two axes as per the table above:

·        Motivation

·        Effort

 Ideally, you’re on the lookout for individuals in the top right-hand quadrant of the grid. 

They are fully engaged and supportive; motivation and effort are high. 

However, an individual may put in token effort but not be motivated, or have the motivation but not be able to put in the effort. 

Let’s explore the types of people in the 4 quadrants below.

Disengaged and Disinterested

These are the people that you’ve reached out to who don’t express any signs of appreciation of the value of a data governance initiative. 

Sometimes, they may be very difficult to get hold of in the first place. 

They have a low capacity for change. 

Despite this, I’ve seen numerous organisations where these people have been press-ganged into an ownership role or a Data Council role. 

This most likely happens because of their day job. They may exercise important responsibilities, within the organisation, such as a senior Finance role, but their interest in properly governing data, for whatever reason, is low. 

There can be many reasons for this.  Ironically, sometimes they are so bogged down in their own little Excel-based “information factories” (created because the data is poor!), that they don’t have time to work with you. 

Sometimes, these people find comfort in these “factories”.  After all, they’re the only ones in the organisation who know how the factories work.  All the time this is the case, the organisation is dependent on them. 

They have job security because of poor data!

You can try to influence them.  You can explore how a data governance initiative can help them to free-up time to do more value-add activities for the organisation.   

Maybe you could explore things based on their career aspirations.  Some people will support a data governance initiative if it has strong executive backing to give them visibility.

Whilst this isn’t a robust foundation for sustained involvement, it can be the hook you need.

You have to work with what you’ve got.

But, if there is still no engagement, these people are unlikely to support you at this stage.  Their capacity for change is low and it would be unwise to expect much from them until you sense a change. 

You never know, they may be your future late adopters.

Verbally Engaged

Then you will come across stakeholders that, on the surface, appear to be very supportive.  They will tell you that they can definitely see the benefit of a data governance initiative and they may even offer support and assistance. 

Great!  What a welcome relief from the former group.

But you need to test this.  To identify those with a strong commitment to change, you need to look past superficial conversations. 

In the past, I’ve begun having data ownership conversations with stakeholders purely on the strength of what they have said and their glowing encouragement to help support and progress the initiative. 

They’ve then taken on the role but failed to fulfil it.

One-to-one meetings are cancelled at the last minute.  When you try to re-arrange, they’re difficult to get hold of.   They don’t show up at the monthly data owners meeting. 

So, before you start having ownership conversations with these people, you need to test whether it’s just talk; or whether they are prepared to back it with action. 

Ask them how they think they can partner with you.  What do they say?

If they say they do not believe it is their role to fix the issues as they originate upstream or commit to attending workshops but then cancel, maybe they’re just talking. 

They’re not really motivated.  They’re just talking the talk.

Sometimes, there are very real blockers and it’s not that these people are insincere. They may genuinely be extremely busy and pulled in many directions. 

Data governance roles are frequently seen as “backpack” responsibilities.  They are on top of the day job.  Unless they have the time to carry out their responsibilities, they will always de-prioritise them.  

Or it may be that they are very supportive, but their boss doesn’t want them involved in the initiative. 

Sadly, whatever the reason, whilst they may be talking a good game, they’re armchair players!

Their overall capacity for change is limited and you won’t be able to rely on them for too much at this point. 

But you still need to work with them and demonstrate how data governance can deliver impactful outcomes.

Engaged at Face Value

Then there are those who appear to support you with their words and their actions. 

They will engage, say the right things and also attend meetings as requested. 

But they are largely reactive.  If you ask them to do something, such as issuing instructions to their teams, they will do it. 

But they won’t be proactive.  

There can be all sorts of reasons for this. 

Sometimes, they’ve been told to support the data governance initiative by their boss.  Their heart’s not really in it, but they know they have to do it. 

Sometimes, it’s because data governance has already been tried and has either stalled or failed.  They may have put a lot into it first time around and are now wary about putting in more investment into another ship that will probably sink.

These people are not a lost cause.

You need to work with them to demonstrate how data governance can be transformative for the organisation and them. 

They need to see tangible benefits at an early stage if their luke-warm response is to blossom into fully-fledged support.

Fully Engaged and Supportive

These people are gold dust!

When assessing capacity for change, you’re looking for those people who can walk the walk and talk the talk. 

These people will demonstrate commitment and effort, being supportive and proactive.  They will come to the meetings, ready to discuss ideas and have thoughts of their own on how things can be improved.  They may even want to run quicker than you deem wise for the organisation as a whole. 

Sadly, they are not that common.

The reality is that most people sit in either the top left or bottom right quadrants.  

So, being mindful of the above, by all means, try to seek out the individuals in the top-right quadrant and work with them.  But don’t forget about the rest. 

Communicate with them, try to engage them inch by inch and demonstrate value at each step of the way.  

People can move across your grid. They are not fixed points!

But you need to help them move and give them enough reason. Just be mindful about expecting them to take on your shiny data governance roles until you’ve assessed their capacity. 

Timing is everything!

Ultimately, wherever people sit on your grid, to become the shining stars in your data governance organisation, they will need nurturing and encouragement. 

You’ll need to work together with them on overcoming blockers and getting them to better understand the value of the roles they’re taking on. 

But it’s a journey worth taking. 

Enjoy the trip!

In the next article, we’ll focus on how to sell Data Governance to your organisation. 

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