
Plentiful are the companies that revel in fancy descriptions of data-driven decision-making cultures on their corporate websites. Scarce are they who actually have a data governance office to back up these grand claims, for any data-centred programme without clear definitions and business processes regarding data is doomed to fail.
What is less known about data governance is that there is a phase during which companies run a risk of losing their best and brightest because of inaction or even worse: wrong actions. Michael Lopp has written an excellent article on why bored engineers quit, and as bad as that may be in general situations it is disastrous in the early phases of a data governance programme.
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