Does the CEO care about Data Governance? Yes, of course he/she does, just as they care about all the other corporate functions that require governance. What’s different about Data Governance however is that it’s a newer requirement (and therefore less familiar), carries lots of risks across the organization, and failure can lead to harsh penalties for those at the top. At the same time, data governance is so widespread in its reach that the CEO has to rely heavily on middle management, which in many large organizations will carry structural and political implications which may obfuscate the CEO’s objectives. In this webinar John Ladley shares his experience in talking to CEOs about Data Governance, the issues they consider most important, and the concerns they have in terms of whether they are well served in terms of data governance by the managers reporting to them. Topics he will address include: Why does the CEO care about Data governance? What accountability does the Board expect? How do competitive pressures weigh on governance priorities? What are the drivers that capture and keep the CEO’s attention? How problems does middle management pose?

1. Data Governance and
the CEO
Not new;
evolution, not revolution
© 2015 IMCue Solutions, Inc.

2. Understand CEO Drivers First
Revenue
More customers
Bigger share
New products and services
Board of
Directors
Cost
More efficient
Faster cycles
Better outcomes
Board of
Directors
Risk
Compliance
Reputation
Liability
Board and
External
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3. Growing interest in more rigor around data
2010 2015
Fearful Few Many and growing
Apathetic Vast majority Many, but fewer
Truly Excited A few, mostly in the
data space
Still relatively few, but
growing, and not just those
in the data space
Getting
Engaged
Few Numerous, but sorting out
what is means to their
organization
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• Taken from a qualitative review by Dr. Thomas Redman*
Ladley-
The CEO
perspective
*”Fear has Replaced Apathy as the Number One Enemy of Data”
OCDQ Blog, July 13, 2015 Thomas C. Redman

4. Agenda
• Why does the CEO care about Data governance?
– What are the drivers that capture and keep the CEO’s
attention?
– How do competitive pressures weigh on governance
priorities?
• What accountability does the Board expect?
• What problems are posed by middle
management?
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5. Why does the CEO care about Data Governance?
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6. Do CEOs care about Data Governance?
No
Not any more than any other necessary
function
Yes
If and only if it is relevant to their
accountability
and fulfillment of business strategy
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7. Why Data Governance?
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• Opportunity and leverage
– Evolve from data driven to monetized and managed
data as an asset or product
– “Data Governance can unlock value of data “
– “Part of everyone’s job”
– “You mean we don’t do anything like this now?“
– “Real value comes from insight and productizing the
data”
– “We are really a data company that happens to make
stuff”
“It’s about what data your organization is being driven by—and whether that
data is driving your organization to make better decisions. “ Jim Harris

8. CEOs already seem to expect DG?!?!
• “In Gartner's recent CEO survey, we uncovered the nugget that 10% of
CEOs say their company treats ‘information as an asset.’ … Moreover,
80% of respondents have operationalized the notion of data as an asset
— in particular, they measure the value of information and treat it as a
balance sheet asset.” - from CEOs Seek to Exploit Data, Creating
Marketing Opportunities and Risks, Analyst: Mike McGuire
• Analysis by Doug Laney of Gartner Group
– “This shows how dreadfully disconnected senior executives are from the
realities of enterprise information management and governance in their
companies – if not accounting regulations regarding asset capitalization.
There’s no evidence to suggest that even 1% of organizations collect,
manage and value information as closely as, say, raw materials or financial
assets.
– Further evidence of this gaping disconnect is that most executives I have
surveyed believe information is a balance sheet asset – which of course it
is not.”
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9. CEO View - Why is Data Governance Important?
Internal pressures
• Desire to understand
customer at any time from
any channel
• Board-level oversight of Risk
– Reputation
– Compliance
– Liability
• NOT:
– Data Quality issues are persistent
– Balance of old and new
technologies
– Movement to the cloud and
losing control of data
– Data Volumes are increasing
External pressures
• Greater amounts of new
regulations
• Social media faux pas
• Unintended consequences
from data mobility
• Reputation detection
• Increasing Customer
Demands – my information
anywhere at any time
• NOT:
– Technology changes
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10. What accountability does the Board expect?
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11. Accountability, DG and CEOs
11© 2015 IMCue Solutions, Inc.
Corporate charter and the CEO
Principles of Corporate Governance are same as DG:
• “The corporate governance framework should ensure the strategic guidance of the company, the effective monitoring of
management by the board, and the board’s accountability to the company and the shareholders.” OECD (2004)
The Board is Governance
The responsibilities of the board are separate and distinct from those of management. The
board does not manage the company i.e. GOVERNANCE
The CEO is accountable to follow policy stemming from governance
CEO is accountable for achieving goals set by the board
Therefore - Governance is NOT NEW TO CEO’s
Data governance need not be sold, only explained and justified

12. CEO Accountability - Where DG can help
• Achieve business strategy
– Monetize data
• Board-level oversight of
Risk
– Reputation
– Compliance
– Liability
• Social media faux pas
– Unintended consequences
from data mobility
• Reputation detection
– Data quality at point of consumption
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13. How do competitive pressures weigh on governance
priorities?
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14. Competitive Pressures Affect DG Support
DG gets CEO support if:
• It supports strategy and goals
• Does not cost more than it can help
bring in
• Does not add to risk, or eliminates it
• Blends into culture, and is not too
disruptive
DG gets NO sustaining support if:
• It is perceived as part of a shaky IT
project
• Is holding back strategic initiatives
• Does not support Vision and Mission
• Middle management are distracted or
confused
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© The Jetsons and related works are property of
Warner Bros.

15. What problems are posed by middle management?
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All management issues around DG are
based on simple concepts of management
and human emotion:
a) Stuff flows down hill
b) Fear is a root human motivator

16. Line and functional management scenarios
• CEO needs to
consider (not
override) common
resistance and
obstacle patterns
• A CEO will provide
(or order) “air
cover” for DG at 4
and 2
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Based on concepts from Technical Debt Strategies
2013 Steve Garnett and Ripplerock
Will take too long
to deploy DG
Business goals and
corporate
governance
require what DG
offers
All this data talk is
a passing fad
Prior data mgmt
activities have
created obstacles
to progress
DeliberateInadvertent
Reckless Prudent
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3
2
4

17. Resistance and Obstacle Scenarios
• Threats to measured work success
– Development - “Delays to projects”
– Architecture – “Alignment and business information
metrics will not be effective”
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18. Resistance and Obstacle Scenarios
• Historical perceptions of role and loss of position and
authority
– Development - “Applications to the rescue “
– Architecture – “Business success depends on new technology
architecture, not process-like DG”
– Management – “the new CDO will “do” DG and IM. We just go about
business as usual “
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19. Wrap up – Relevance to practitioners
• CDOs are playing an increasing role in these activities
• Organization size, span, and data-centricity shapes CEO
engagement
• Actions
– Educate executive team and sponsors in 2 and 4 areas
– Align to REAL strategic business initiatives
– Have responses to predicable resistance areas ready
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THANK YOU!
Questions?
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Building Value Through
Information Asset Management™
jladley@imcue.com
314-422-9076
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