 Hello and welcome, my name is Shannon Kemp and I'm the Chief Digital Manager of Data Diversity. We'd like to thank you for joining this month's webinar, Human Factors and Data Governance. It's part of a monthly webinar series sponsored by IDERA. Just a couple of points to get a start due to the large number of people that attend these sessions. You will be muted during the webinar. For questions, we will be collecting them via the Q&A in the bottom right-hand corner of your screen. Or if you'd like to tweet, we encourage you to share our highlights or questions via Twitter using hashtag Data Diversity. As always, we will send a follow-up email within two business days containing links to the slides, the recording of the session, and any additional information requested throughout the webinar. And if you'd like to chat with us or with each other, we certainly encourage you to do so. Just click the chat icon in the bottom middle of your screen for that feature. Now let me introduce to you our speaker for today, Ron Huzenga. Ron is a Senior Product Manager of Enterprise Architecture and Modeling at IDERA. Ron has over 30 years of business and IT experience as an executive and consultant spanning a diverse range of industries. His hands-on experience in large-scale enterprise initiatives includes enterprise and data architecture, business transformation, and software development. And his background provides practical real-world insights into enterprise data architecture, business architecture, and governance initiatives. And with that, I will give the floor to Ron to get today's webinar started. Hello and welcome. Thank you, Shannon, and welcome, everyone. Good afternoon, except for those of you in the West Coast, and it's still a good morning for you. This is a topic that I'm very passionate about. Obviously, those of you who have heard me before know I'm passionate about data governance and data architecture and those sorts of things. But really, where a lot of organizations really fail to get the most out of their initiatives in terms of managing the people and motivating the people that are responsible for doing these things. So what I'm going to do today is I'm going to kind of retrace some steps on some things that we've seen in some previous webcasts and that type of thing as a foundation. But then I'm really going to talk about the human factors or the human side of data governance and the types of things that we can do there. So to do that, I'm going to talk about some information capability stats and findings from different studies that have happened in the industry just to show how companies are doing as a whole these days. Then I'm going to talk about the need for enterprise architecture and governance as a foundation to really get us going very briefly. And I'm going to touch upon concepts like data maturity and process maturity that you've probably heard me talk about before as well. Very importantly, we really want to achieve business alignment so we get everything aligned with what the business strategy is and all departments in the business working together. And that includes our governance initiatives as well and how we motivate the people to accomplish the goals that we're trying to set out across the entire organization. Really what we need to do though is we really need to understand people or something that I call the people problem. And that means to be able to motivate people, to be able to get them to do the right things and to make them feel like they belong and they're participating in these needs going forward is we need to understand the human needs. We need to understand what the basics are of organizational change management to make this happen. Frankly, OCM or organizational change management is deficient in a lot of organizations. So we can do a lot just by addressing that. And what we also want to do is based on understanding those human needs, we want to understand and know how to address some of the resistance to change that we might see when we're doing these types of initiatives as well. Then I'll talk about in a wrap up in terms of some of the things I like to do to really make sure that we're implementing lasting change and then we'll wrap it up and have Q&A after that. I've talked about this before but it's very important to set the stage about the types of things that we're talking about. In general, companies are failing in their efforts to become data driven. We have more and more information, companies are investing in more and more tools and technologies and everything else all the time. But we're actually failing. In fact, we're actually regressing in the industry in terms of how we're really being able to utilize data. The percentage of firms identifying themselves as being data driven has actually declined in the last three years from 37.1% in 2017 down to 31% this year. And that's a fairly significant difference. And when we think about the money that companies are spending on things like big data, AI and everything else, all aimed at making us better in this space, but it's actually making us worse in this space or we're not being as effective as we can be. And this is right out of a Harvard Business Review study that was published on February 5th of this year. In terms of surveying large industry leading corporations, what they really found is that 72% of participants didn't even have a data culture or what they considered a strong data culture in their organizations. 69% said they didn't have a data driven organization. And over 50%, 53% say that they're not treating data as a business asset yet. That's something that we talk about and not just myself, but other participants and speakers at conferences, these webcasts, we talk about how important data is to organizations and that it truly is a business asset and we need to treat it that way. And again, over 50% admit that they're not competitive when they're using data and analytics in their organizations either. But here's the tell-tale stat. 93% of the respondents identify people and process issues as the obstacle that's really stopping them from succeeding in this area. And this is important. It's very difficult to do cultural change in an organization. 40% identify that there's really a lack of organizational alignment and that's what I'm going to talk about a little bit in terms of that strategic alignment in terms of what the company and the organization do throughout your entire business to make sure that everybody's doing things that are really contributing towards the end goal. And of course, there's cultural resistance. We as human beings, and I'm going to talk more about this as we go forward, resist change. Even though we say we're proponents of change, deep down we tend to resist change and revert back to old behaviors unless we make a concerted effort to do so. So we're going to talk about that a little bit today as well. When we make companies more competitive and better in this space, we really have to be able to be more serious and creative about how we actually address the human side of data. If we're going to have meaningful business benefits, we need to have lasting change rather than temporary change. And this study that these findings came out was a different one, which was the big data and AI executive summary from new vantage partners. So we're seeing different themes coming about from different studies and the results are very consistent. In terms of how we're doing this organization, we're really using information to its full potential. Yet another study, then this is the PWC Iron Mountain study that I've quoted a few times. This was done in 2015 and we're still seeing consistency from four years ago to today that we're really not gaining ground in these areas. Again, deficiencies in technical capabilities, skills, and lacking a data culture is one of the things that comes into play here. So again, we're talking about that human side of the equation. Lacking investment and value driven information strategies also contributes to the problems. And deep down, a lot of organizations really don't know how to derive maximum value from the information they have. And if that continues, their corporate value is going to be eroded. So in the PWC Iron Mountain study, they actually had a couple of good characterizations of how they actually positioned organizations. They had a few but I'm going to take both extremes of it. The one area they called the misguided majority. People were informed about data, but they were constrained in their abilities to use it. Or in other instances, they were uninformed and they were equipped to use it altogether. The symptom of this is in a lot of companies, if data is seen as a byproduct or taken for granted, that really means that there's really a low comprehension of what the commercial value is of that data and how you can really gain benefits in your organization. A lot of companies are constrained by legacy approaches and sometimes regulations, so they need to break out of concerns if they're using legacy approaches to really embrace the new world and how they're going to use data. Week analytic capabilities can be part of it. Or maybe you have strong analytic capabilities, but you're just not focusing on the things that really drive value in the organization. In this day and age, another contributing factor is there's more and more data produced on a daily basis. We have internally produced data. We have externally produced data. We want more and more data from big data external, internal, and that type of thing. So companies are simply overwhelmed by the data volume and don't know how to cope with what they have. So we need to get back to basics and really start addressing those things and actually concentrate on the right things. It's not how much data you have. It's how effectively you utilize the data that's important to your organizations. Of course, those that think data is the domain of data architects are doomed to failure. Data architects play an extremely important role, but we do business ownership of the data and make sure that everybody in the organization understands the data that they're utilizing and the importance of managing it correctly. Any type of governance efforts that are driven by IT rather than business led are also suspect because you really need to make sure that the business is driving this. The business owns the data, the business makes the decisions on the data, so the business needs to take ownership of it. IT are the facilitators, but the business really needs to drive it. And this is often characterized by things like unintegrated systems, spreadsheet, hell, and that type of thing, so pulling together the type of information you need in your organization can be very difficult and sometimes impossible. Now let's look at the other end of the spectrum to what they called the information elite, which were the top 4% of companies that they were looking at. Very importantly is these organizations who are extremely proactive in their utilization of data. They use data that diversify their business models. They use data to improve operating efficiencies in their organizations, and they also use data to identify and implement new market opportunities. That means that you not only have a good handle on what your data is, you know how to analyze it, and you have a measurement system in place so that you know that you're making improvements. This ties into my next point and that is tangible data value. So what they're doing is they're actually taking what are the important key performance indicators for the business, and they're linking data to how they can drive those key performance indicators back to the data itself. They're exploiting the data for competitive advantage, and they also have a balanced approach. We all know in today's regulatory environment and just privacy in general, even if we didn't have the regulations, that we need to protect information. So they have a very balanced approach between recognizing the security requirements, but also making sure that the right data is available to the right people to extract the business value that they need from it. And this is extremely important again. It comes right back into the culture or the fabric of the organization. They have a very holistic approach. Governance isn't something that's added on. It's not just an extra program or that type of thing. It's just a part of normal business. It's woven right into the fabric of the organization. And of course to do these types of things means that we really need to be addressing that human side of the equation and make sure everybody is working together. The other thing of course is that you have a well defined information strategy and that's reflected and aligned to the business objectives of the organization as well. Just to step back, this is something that I always talk about, but I always like to position in terms of what do we really need to do to be able to drive data governance? It's not something that happens all by itself. Governance is extremely ineffective unless it's supported by a comprehensive and unified enterprise architecture in the organization. And to do that we need to do several things. First, the foundation we need a very solid data architecture. Everything that we do has some representation in data in our organizations. That in turn supports the central pillar which is business architecture. And that means what we do in our organization, our strategies, our goals, our objectives, our business processes and how they work together, how we utilize the data in the execution of those business processes. And I'm talking the full cycle, read, update, and delete. So what that gives us is what our business is about, what we're doing, what our strategic goals are, and the data that we utilize and produce to allow us to go along the way. That is flanked by the application architecture in terms of the applications that we have deployed to allow us to do this, and the technical architecture which is the infrastructural types of components that enable us to do this in our organizations. Having all those pieces in balance really helps us to drive out enterprise development. Once we've done that, that's when we really have a solid foundation where we can build governance on top of that. I've talked about data and process maturity in the past, and I'm just going to do a quick review of this. Really, when you look at your organizations, what I've got here is I've got a few basic categories and just some types of things that you can look at to help you position as to where you may fit on the terms of the data maturity scale. This is based on the capability maturity model. There's now the data maturity model on those types of things. They're typically a one to five scale, but I actually even use a zero on data maturity because there are some organizations which are still managed by chaos and they really don't have a handle on their organizational data. What I want you to get out of it for this presentation is not the technical aspects of this in terms of what types of master data management capabilities and those types of things we have in place, but you really want to look at the behavioral aspects of the organization. What we want to look at on the bottom end of the scale is, like I said, we often see chaos. We see companies that are unaware of the importance of data, or they actually deny that data is important. As you start moving up the scale, you see things like more of a chaotic environment where there's some recognition of the importance of data, but it's not well managed. As you progress up the scale, you move through chaotic, reactive. Finally, you get to a point where you have a really stable standardized environment where things are starting to change. But when you get to the top end of the scale, that's when you're really proactive and you're also able to do predictive analytics and those types of things based on the data that you have in your organization. It's extremely important to be able to do these types of things. What this means is we need to motivate and get everybody in the organization on board doing the right things with the data and making sure that they're managing the data correctly, all under the umbrella of data governance. A very important thing to look at as well is how we can actually see where we might fit on the scale. If your organization is primarily focused on technology and infrastructure, you're probably towards the low end of the scale. But if you're really focused more on the information and strategic business enablement with data, then you're very likely towards the higher end of the scale. Combined with that is the values as well. So if you're at the low end of the scale, you actually are introducing high risk in your organization, using the wrong things or making the wrong decisions off of data. Whereas when you have this woven into the fabric and you're confident in the data that you have, you have a much lower level of risk. The counterpart of that or the other side of that coin is the value generation. At a low level of data maturity, you have very low value generation and probably a lot of inefficiency in your organizations. And if you are at a high level of data maturity, you have a high level of value generation in your business as well. I'm not going to deliver this point, but again, when we think of data architecture, we think of modeling data and those types of things as well. There's a direct correlation between data maturity and the presence of data modeling and utilizing modeling in the organization. At the low end of the scale, you may not be doing data modeling or you may doing it just to document after the fact. Whereas at the top end of the scale, you've got a fully integrated program where you're doing integrated modeling, you have business glossaries and metadata, and you're driving self-serve analytics in the organization, all based on metadata that comes out of these modeling initiatives. On the other side of the coin, I want to talk about process. Same type of thing. It's that central point. We have a number of things here that we're talking about in terms of different categories that we can use when we look at some of these qualitative factors to say, where do we fit from a process maturity perspective when we look at these different categories? But again, it's the same type of thing. You get to the point where it is rather chaotic and there's a lot of inconsistency and that type of thing. As you move up to the scale to more managed and standardized, you're finding things like people understanding what they do, repeatable work, and when you get to the far end of the scale, you're really working more like a well-oiled machine where you've got continuous improvement in place. You're always looking at your processes. You have a benchmark of what your current state are. You're actually using modeling and analysis to determine how you're going to change and optimize those processes, and that's what you're going to be doing through the organization. From a systems perspective, again, what you often find in this is at the bottom end, you often have a lot of disconnected IT systems, and as you start moving across, you start taking more of a services-based approach where you have types of services adoption when you're in a managed to full service adoption when you're in more of a standardized environment to the point where you get to things like service-oriented, architected, and real truly business process-driven enterprises as well. A high level of data maturity is really what enables the organizations. The same types of things as I talked about on the data side of things. Again, at the low end of the scale, you're going to find a low level of productivity and quality in your organization, whereas at the high end of the process maturity scale, you're going to be having high productivity and high quality of process in your organizations. The same thing with risk and waste. At the bottom end, you have high risk and high waste, and at the top end, you have high risk and low waste. Symptoms to look at in your organizations as well. If the basic philosophy in your organization is still focused on things like primarily cost-cutting, in terms of how to gain efficiencies, rather than really looking at value generation in the organization, chances are that you're trending towards the lower end of the process maturity scale. If you see just in general that your environment is very chaotic in terms of a management perspective versus a really highly-tuned leadership-driven organization at the top end of the scale, those are things that you can characterize as well. I'm not going to go through all the points here, but again, I'd like to include these slides. I know I've used them in past presentations and people really like to have this as a reference to look at after the fact. From a process point of view, the same type of thing. To manage our processes, we really need to understand them and we need to design our processes. So if you're using process modeling just for after the fact, you're probably turning towards the lower end of the process maturity, but if you're really using it to do things like drive out business process management and then really drive out process improvement as you move up the scale, you get to the point where you're doing process design and going to fully mature types of initiatives like Six Sigma for Equality and everything else. That usually is where you'll find your organization at the top end of the process scale. Last part about this before we get into the really true human factor side of things. First, that top of that structure that I showed you was the data governance. We want these other things to be in balance and drive a high level of data and process maturity, but then we really need to look at data governance as well. Governance is hard work and there are too many people that think that they can go out and buy a solution and it's implemented data governance. It doesn't work that way. It's extremely hard. You need the data and process maturity there and you can't accomplish true data governance without the right people doing the right thing. And what that really means is that you need to focus on process people culture and technology as an enabler, but the primary focus and that we're going to talk about today is the people, the processes and the culture that is extremely important. You can buy all the tools in the world, but unless you're focusing on the people and the processes and driving that culture in the organization, you will fail. You really need to focus on the human side of the equation. To do all of this, I've talked about this and I'm not going to go through this in great detail, but again, from business alignment, most organizations that are truly mature have things like vision statements. In other words, what does this organization want to be? How does it see itself changing the world? They drive that down into vision statements in terms of what it is that they try to do every day and really drive that out to motivate the people that are working for the organization as well as their business partners that they work with in terms of vendors, customers and the other thing. Based off of that, your business strategy is aligned to those goals and objectives, and then from our perspective when we start talking about data strategy and governance and data management and those types of things, we still want to have all of those pieces aligned to that data strategy. Everything that we're doing should be helping the business to accomplish its goals and objectives, and that means what we're really using is we're using the data strategy and data management practice and governance to deliver really the types of things that the company needs to put into place, the data quality and everything else to help the company enable its goals. So now let's look at the people side of the problem, and this is where we're going to spend some time now. I think most of you have probably heard of Tony Robbins. Anthony Robbins is kind of what he went by in his earlier days, so either one. He's basically a self-help expert and he really understands people. He's a motivational speaker and he has a lot of very good insights. I'm going to talk about some of the things that Tony talks about today. What you really need to understand is that we really need to overcome human nature. People will tend to drift back to what they're accustomed to. So it's a constant battle to institute effective lasting change. Each individual needs to be motivated to move forward. So if we look at this, let's look at some of the things that happen. 92% of the 17 million that try to quit smoking each year fail. 95% of people who lose weight fail to keep it off long term. 88% of people who set New Year's resolutions fail at their attempt. And only 10% of the population has specific well-defined goals. But even if they do, only 7 out of 10 of those people reach their goals half the time. Across the board, that's a very low success rate. So if we have trouble accomplishing what we want to do for ourselves, imagine how hard it is for us to accomplish what we want to do when people are trying to do things like impose change on us and that type of thing. The results are even worse. So what we really need to do as organizations, as agents of change in our organizations for governance and those types of things, is we really need to understand what motivates people and how can we help them to make sure that they overcome this human nature which is to backslide into their previous level of behavior. So we're going to talk about that today as well. We need to continually manage change in our organizations to keep people on track. Now, according to Tony Robbins, there are actually two forces that motivate people. Avoidance of pain and gaining pleasure. So basically, unpleasant versus pleasant things. Generally speaking, avoiding pain actually is the more powerful motivator. But you don't want to use that unless you have to. You don't want to walk around and force people to do things that they don't want because they may do it to overcome the short term pain, but then they'll just backslide into this other behavior. So we still want to look at ways that we can actually have lasting change. Think of another analogy that's not to do with work or anything like that. If we take this avoid, plain or gain pleasure type of thing, think about back to a childhood. I don't know about how you were, but I know when I was a kid and I wanted to go out and play with my friends, if my room wasn't clean, I'm sorry I had to get that done first so I could be able to go out and play with my friends. So you can actually look at that as playing two sides of the equation at the same time. It's the pain of not being able to go out, but you're motivated to get rid of that, but you're also gained for the benefit of going out and playing with your friends, so you're going to clean your room or whatever else the other types of things are that you have to do so that you're able to do that. And if we look at approaches in business that actually play to both sides of this, that can be very effective as well. Now interestingly enough, people do yoyo back and forth, and we can see it on the stuff on the left-hand side of the page. So you see this seesaw effect where people basically take change, it's going great, and then it starts to fizzle out, and then they basically are kind of overcome by inaction. So we need to keep breaking that cycle to get people out of that. And change is never a matter of ability. It's a matter of motivation. So we need to constantly motivate people to be their best and really change for the better. That's easier said than done, but it's something that we want to try to drive at. Again, from Tony Robbins, I want to talk about some basic things that he talks about, because this is very important in terms of if we were going to bring together an effective team for governance initiatives or frankly any kinds of change that we're trying to affect in our organizations, we really need to understand what makes people tick. So there are six core human needs that we're going to talk about here today, but some of them are tightly tied together. So if we look at the first under personality, which is a broad category, there's a concept of certainty. In other words, the need for things like safety, stability, security, comfort, and that can include things like order or predictable circumstances and the ability to have control and consistency in what you're doing. Versus variety in terms of the need for variety, in other words challenges, excitement, being able to do different things, a sense of adventure, a sense of change and novelty and those types of things. They're not diametrically opposed, but you need to have a balance between the two and that varies by individual about which end of the spectrum they're going to be on as well, but you need to recognize that these are things that motivate individuals on how they work and their needs of the personality. The other part of the personality aspect of it is things like significance or something that's referred to as love and connection. Now when we look at that, what we're really looking at there is from significance, you want to feel like you're a significant person, whether that means in your relationships or significant to your organization, you want to feel needed, you want to feel pride in what you're doing, you want to feel a sense of importance and you want to feel that you're a worthy contributor, whether it's in relationships or in your work day. The other side of that is the love and connection. You want to be communicating and you want to be connected to other people. You want a sense of an approval and you want to be understood and build friendships with other human beings. We're social creatures by nature, so we need to make sure that we're nurturing that side of the equation as well. These play into really driving out and building a good team to be able to do these types of things. The last category that he talks about is spirit needs. This is really things that are building on top of the things that we have from the basic personality needs as well. What we're talking about there is growth and contribution. We all want to feel that we're growing on our daily journey and that means that we're going to have constant emotional growth, intellectual growth, and spiritual development of some sense. We also want to feel that we are contributing, whether that means contributing to our organization, contributing to others, giving back to society, all of those factors tie in. What we really want to do when we're looking at things in organizations is we want to understand this is how people work and we want to make sure that we're tying into people's sense of well-being, belonging in teams, and having everybody work together. This stuff isn't new. Those of you that are in management are probably going to go, okay, I can't believe you brought this one up, but we have to. This is called Maslow's Hierarchy of Needs. This is where a lot of management and psychology theory came from. Maslow's original paper was actually done in 1943. It was called Theory of Human Motivation. It took 11 years later, which was called Motivation and Personality. It's very important to understand what motivates people from this perspective as well. He viewed it as basically a pyramid or a hierarchy of needs that we build upon. At the bottom, it's our basic physiological needs that we need as human beings. That's things like everything from air, water, food, shelter, sleep, clothing, and that type of thing. Generally, you need to be aware of things at the lower level before you're really going to be paying as much attention as you need to do things at the higher level. Once you've got that, you're looking at things like safety needs. That's where you're looking at things like health, security, employment, resources and property that we think of. Up to love and belonging, that's obviously friendship, intimacy, family connection, interior families, your coworkers, that type of thing. Of course, most of us take a lot of satisfaction in our jobs and the day-to-day basis as well. The esteem portion is very important as well as we start building up this pyramid in terms of respect, our self-esteem. The status that we hold, recognition for what we're doing by others. The strength and the freedom to do things that we think we need to be able to do to actually develop as individuals. At the top of the pyramid is what Mazel really said that people are driving at. They're really trying to drive at self-actualization. That is really becoming the most that one can be in their daily lives. Now, when we look at this, we have to think about this very seriously because as we're going through and we're making changes, we want to make sure that we're not interfering with a person's needs to establish these types of things or we're going to encounter resistance. I'm going to talk about that in the context of organizational change management next. First, what is organizational change management? Simply stated, it's a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. OCM addresses the people side of change management. I think you can see now where we're talking about the importance of process maturity in that type of thing as well because how can you change processes in that type of thing if you don't truly understand what they are and how they work in the first place. Even that ties directly into this. For effective organizational change management, you need several things. Of course I'm talking about this in the context of data governance, but it really applies to any kind of organizational change that you're trying to implement. You need a common vision for that change. And that usually starts with strong executive leadership to communicate what that vision is, but that also means strong people throughout the organization to continue that communication and making sure that that vision is implemented. People that buy into where you're going and really help along the way. It's truly a teamwork approach. Education is extremely important. You need a strategy for educating employees and other stakeholders. There are many diverse stakeholder groups in an organization, so you can't just come out with like a standard presentation that says, here's what we're going to do and why we're going to do it. Quite often you will need to have strategy that's tailored for different groups in the organization because that shows that you understand what their role in the organization is and really how they can make the best out of these changes. So a good organizational change management plan is tailored for the different regions of the business. It's not a one size fits all attempt. Obviously to understand how you're evolving along this path of change that you're trying to put in is you want metrics and a plan of how you're going to measure your success and make sure that you're achieving your objectives. What you also want because things do happen is you want to have contingency plans and extremely important is a communication plan. It is virtually impossible to over communicate and this is where most organizations fail is a failure to communicate in the things that they're doing. I had a very interesting discussion with somebody about OCM a while back and they didn't really understand why people weren't getting in line for their data governance program and why it was so hard to implement and they said we thought we did all the right things. We have a governance newsletter that tells everybody what we're doing and that type of thing. Newsletters are great but they're a supplemental communication tool. You never use a newsletter to break the news about what it's going to be. What you really want to have is you want to have that education and training in place and then you want to supplement it with things like newsletters to celebrate successes, report on progress and really help to build that team momentum. A newsletter on its own is not a communication plan. It's just an accessory that helps you drive it home. Something that's also very important is there's a lot of change that happens in these initiatives and it can be a lot of hard work for people and everything else so make sure that you're really encouraging the stakeholders to take the ownership and the way you do that is by rewarding people in their groups on a personal basis there can be many different things that happen there. 70% of organizational change initiatives fail and generally speaking it's because of the lack of communication and the lack of strong executive leadership. A combination of those two are probably the two largest things that contribute to failure of organizational change management. So on that light how can this fail? So I'm going to talk about now about what are some of the types of factors that can cause people to resist that change. First and foremost is uncertainty. If people don't understand what you're doing or what the initiative is about they're going to dig in their heels because you know they'd rather live with the devil they know than something that is unknown something that's bad over the unknown until they can understand what it's all about. So what you really need to do to make sure that you remediate that is when you're putting a process together for how you're going to affect this change it needs to be clear, concise steps with timetables and a very open environment based on trust. Everybody needs to be encouraged to communicate their questions and their concerns and you need to respond in a timely manner. So again there's that part of that communication strategy but there's constant communication back and forth to make this happen. People fear loss of control. If people think their jobs are going to change or it's going to affect their autonomy and how they do their jobs, they're going to resist change. The way around this is not to drop change on people it's to invite them into the planning to begin with so they can have a sense of ownership and they can feel that they're helping to shape the change and once you've got those people they're helping to shape that change there's nothing better than a convert to help you roll that out into other areas of the organization as well. Surprise is extremely important as well. If something's just imposed on them without warning it's basically lock the breaks and they're going to stop until they know what's going on. Same type of thing. Communicate in advance solicit input. It can be the greatest thing in the world that you're trying to do but if you drop a surprise they're going to react to it in a negative fashion just because that's human nature until they truly understand what's going on. Change overload and this is something as well sometimes people try to do too many changes at once. They like to do a full new program or a whole new way of doing things and basically you overwhelm the stakeholders with the level of change that's occurring so what you really want to do is you want to minimize that. You want to do what's important. You want to do it in a good sequence but if there are unrequired changes don't do them or if they're they may round things out later on but the first things that aren't that important to later on in the process until people have adjusted to the change that you're the major focus of change first. Loss of face is another one and this one is kind of interesting. This happens if people think the change really impacts something that they own so maybe I implemented something in the organization a new program or something like that. Now the state of governance program comes along and it looks like it totally contradicts what I've just implemented so I may feel hurt by that. I may think geez did I not do a good job was management unhappy with me? Do people not like me anymore? So it brings up all these types of feelings that may feel to make the person feel defensive even if they don't really need to feel defensive so what you really need to do is if you're going to change something that somebody has had a really had a hand in implementing the program or whatever it is that you're going to change celebrate the positive benefits of what they've done in their efforts and again include them in the planning so you can do it like say building on what they've actually implemented. It's like Joe you did a great job here let's take it to the next step now and include them in the planning so we can actually morph what they've done and help take it to the next step where we need the organization to go. Peer pressure is extremely important. Again people are social by nature if a group within an organization feels threatened or any stakeholder group if they feel threatened they're going to or the existence of that group is threatened people again are going to dig in their heels and they're going to resist that change. You can't underestimate this people feel a need of belonging so the need to belong to a group is extremely powerful so again involve that group in the planning. There's another aspect of peer pressure that's actually very important as well and that is if you can get the majority of that group on board but there are some other individuals in the group that aren't quite on board yet just by the fact that you get the majority of that group on board then that peer pressure works the other way where those people will start to influence the people that are lagging to really take take the initiative by hold and endorse it as well so you can use that both ways. Loss of self confidence is huge is huge and what that really means is if you're putting through a lot of change sometimes people might feel that they don't have the necessary skills to adjust to the proposed change and that can be a real threat and of course that really starts to attack down at those lower levels in the organization so what you need to do there is you really need to have detailed and complete communication and that means education training mentorship and support you have to realize where people are at their own level of evolution and the types of role that they play in the organization and you need to chart a path or a plan that involves all of these things on the right hand side to bring them forward to where you need them to be to make them feel really comfortable in that now let's think about this as well if people get really threatened by this it could actually sabotage or compromise an entire change and you don't want to let that happen extra work always comes along any time we're implementing change in an organization quite often the first question people ask is what's that going to do to my daily workload because I'm already overloaded as is I don't know anybody that I've worked with over the past several years that doesn't have enough to do most of us are overloaded and we're working all out day in day out so people can perceive additional changes as just extra work it causes them stress they can be difficult to accommodate so we need to mitigate that if changes do add additional work in the near term that means we need to provide resources to help with that even if it means redeploying resources from other areas or bringing people into augment what's happening in the organization as change agents to help make this happen it may mean temporary assignments but all participants should be rewarded for their efforts as well because we need to recognize that they are taking on extra things and we need to reward them accordingly there's also a ripple effect change in one area can actually cause disruption in other areas and that's not just restricted to inside our organizations it can impact other organizations our customers our vendors and those types of things so when we're looking at putting our plans together we really need to make sure that we're looking beyond the organization's walls into everyone else that does impact it as well again we have to work with those parties to minimize the disruption communicate and solicit their input in terms of how we can minimize the impact on them as well this one is a tough one and I call it old wounds and that's really ghosts the past are likely to surface during times of change if I did something six months ago two years ago four years ago that caused somebody some pain or maybe what I did wasn't received well if I'm now in charge of another initiative bang just like that those old wounds will open up and people will go back and say oh you did this to me four years ago now you're doing it to me again as an example so what we really need to do is if we have had circumstances like that happen we need to find ways to deal with those wounds of the past first and then start to transition into this future initiative in a very positive manner so what that means is a lot of introspection by the senior management team and the people that are leading the change to begin with and that is you know what are the things that we've done what was our change record look like over the last several years what's worked for us what hasn't worked for us what could we have done better and just to make sure that we're actually mitigating that as we move forward with our teams and again this one is change can cause significant pain not necessarily on a governance program but another types of change there can be significant things that go on and it can include things like loss of jobs or reassignment of roles or that type of thing and people perceive that as real pain so what you really have to do there is you have to be honest about it to the people that are impacted you have to be very transparent in terms of what the plan is and you have to be very fair of how you deal with them but it's like pulling off a bandaid you also want to do it as expediently as possible you really have to do that and again it's all about the people management side of things unfortunately there are going to be some things that you can't address but the idea is that you need to be able to address absolutely as much as possible and this one is really bad and this is really rooted in an organization's history if your organization for whatever reason has kind of a climate of mistrust it's going to be extremely difficult to overcome that to put forth any kind of change initiatives organizational change just will not work at a climate of mistrust so it'll be doomed and it's fragile and it's extremely difficult to prepare and the only thing I can say is you may not be able to embark on these changes as soon as you think you need to spend a lot of time mending, rebuilding those fences as it were and rebuild that trust in your organization amongst the stakeholder groups and the individuals so that the team really feels that they're in a trusted open environment and transparent environment to really allow these types of things to succeed those companies at the mature end of the scale do this it's just part of their daily culture they do in day in and day out so how do we use this to implement lasting change obviously we need to have defined targets I've kind of talked about that so in terms of data governance programs we want to say what are the areas that are important to us how do we want to lay them out and what is our plan and obviously how are we going to measure against that plan so we're going to break it down into small sustainable changes I've used this analogy before as most of you know I am a pilot so I like to use aviation analogies I like to use the phrase plan the flight fly the plan and that includes things like planning out your entire flight your alternates or your contingencies and that type of thing and then you execute what you've already planned so if unforeseen circumstances come up you've already thought about it and you already have a plan for how you're going to address it oops without the plan the chance of success is virtually zero and of course as I've said before and it's you know hope is not a strategy you really have to make sure that you're looking at this and measuring it all the way through again using the flying analogy if I have this flight plan I'm measuring my plan my progress against every leg of this plan and my contingencies against every leg of that plan as well change needs to be concrete and that means it needs to be measurable and we need to use a continuous improvement approach big bang typically doesn't work for these types of initiatives we want to grow into it we want to make sure that we're training the people and looking after their needs and that type of thing we want to evaluate measure and adjust as we keep going forward and they keep adding additional changes in small increments at a pace that the organization is able to absorb and finally back to the data governance angle here data governance is hard work there's no getting around it the information capability in organizations is poor and declining as I saw as I mentioned on the opening slides and this directly impacts our data governance efforts we really need to address that human side to get traction on this organizations that are successful with governance they have a higher data maturity that we've talked about they have a higher level of process maturity and they achieve alignment between business strategy which is their mission values and goals their data strategy and their data governance and they implement lasting change and they measure using quantifier metrics to measure the success and they can't do any of it without taking care of this human side or the human side of the equation so we really need to make sure that we concentrate on that what we really need to do is we need to motivate people sorry and what that means is we can't be chasing technology for governance we need to understand what motivates the people we need to overcome that resistance to change that means a common vision strong leadership a climate of trust we need to remove that uncertainty it needs to be a teamwork focus and focusing on ongoing education and a reward system that really rewards the people that are doing that and very important your roles as an agent of change is to constantly communicate and facilitate to ensure that that change occurs that's it for the formal part of the session so with that Shannon I'll turn it over to you and we'll open it up for questions Ron thank you so much for another fantastic presentation I was thinking to myself as you were going through it I'm like oh how many people can I send this to um exactly it's so helpful it's really great I just love it and thanks to all the attendees for being so engaged throughout just a reminder to answer the most commonly asked questions I will send a follow up email by end of day Thursday with links to the slides and links to the recording for this presentation and if you have questions feel free to submit them in the bottom right hand corner of your screen and I will start digging in here Ron because we have had questions coming in throughout for the process maturity table on slide nine where is this published and what is the data collection tool to evaluate these process elements well in terms of where that on page nine if we're looking at the actual process maturity slide there are a lot of qualitative factors there so obviously they will have the slide in the deck that comes out so they'll have this for reference when we publish this out but in terms of collecting the types of metrics there's a couple different ways of looking at this what I've done here in my slide is I've actually listed qualitative factors so you can actually look at any one of these things and if you see this type of behavior in your organization it's usually a pretty good indicator if that's where you might fit in that particular part on the grid when you look at it in your organization so there you can also go through more formal quantifiable process assessments data maturity assessments on the data side of things I wanted to just have a table qualitative factors that you can look at so I think you want to start with something qualitative like this to get a good feel for where you fit but then by all means follow it up with more detail process assessments and data assessments in your organizations that drill down into the lower level details perfect so on addressing resistance how would you tackle the situation where people have received financial reward from from a supplier and therefore will try to protect what has been done in your organization well it's very interesting that goes right into the overall corporate culture most of the organizations that I've worked for over the last several years really have tried to be good corporate citizens so generally speaking those organizations actually ban taking any kind of a reward or incentive from any suppliers that you do business with just so there is no conflict of interest if your organization happens to be of a climate where people do take incentives from suppliers it is extremely difficult to manage because basically what you're doing now is let's say it's a financial reward and this is going away well guess what now you're actually starting to impact one of those lower levels of that Maslow's hierarchy so they're going to dig their heels in really hard because you're really affecting their ability to exist now having said that the responsibility of that is on the senior leadership of the organization that actually allowed that circumstance to exist in the first place so that's where you need that senior leadership team to make sure that they amend their policies and procedures and prevent those types of things from happening in the future that was long winded but I hope that helped it was great it was fantastic I think it's a common problem as a CDO is it a beating position responsible for all data swamps and chaos and integration there's no quick victory oh it's a CDO a kamikaze that's what the question is is the CDO a kamikaze yeah is it a beating position interesting and of course people just like to ask this so I got on my soap box I think but the CDO is a very essential rule and it really is a replacement of what should have been the CIO when we first instituted CIOs and organizations Chief Information Officer was the title but what we've actually found in many organizations is a lot of CIOs come from a technical background or they've been settled with a lot of technical responsibilities quite often we find them looking after more things like the application architectures and the technical architecture and they may not be that well grounded in data or business architecture at all so to have that business ownership of the data that's where the CDO role came from the CDO needs to be somebody that's entrenched in the business and it is a business function and they have the overall responsibility for the governance of the data in the organization the best way to define KPIs that align to the business goals again it really depends on your business so your business is going to have some specific things that they need to be able to do and I know I did this on a presentation of business value metrics at one point in time so if I'm things like a manufacturer for instance I'm going to have all kinds of metrics that show how efficient and how well my business is doing I'm going to have customer focus measures in terms of speed of delivery quality of service and all those types of things so I'm going to stand up measurements that allow me to measure how well I'm succeeding at that well internally I'm going to be looking at things like how fast is my inventory turnover what's my bill of material accuracy what are my scrap rates and what are my targets to reduce scrap and improve efficiency on my operating floor what we want to make sure of is when we tie in our KPIs for our data management programs and our governance programs really the underlying premise here is your governance program should allow you to do things like improve your quality of data and you should see that manifest itself by improvements in achieving those same business metrics how do you keep leadership focused to continue support of your project while at the same time moving on to the next big thing in an agile company well that's an interesting thing because too many companies have a very short-term project phase based focused governance is not a project it's not a short-term thing governance is a long-term program that needs to exist forever the goals and objectives are going to continue to change as you make your way along the journey of governance but is always going to be there so they always need to be looking forward in terms of if you're in an agile environment similar to how you do in development things like that where you have your sprint planning sessions and you're laying out your development changes and things like that you should be doing the same types of things in your governance initiatives it's like here's how we've succeeded and how far we've come to this point in time what's our next set of milestones what are the next things that we want to try to achieve it so they should always be looking forward in terms of what are the next things they need to achieve to bring themselves up that scale people react correlated data governance often on the use of the data including the data governance protocol steals from quote-unquote steals from their authority and economy for doing the things that they should be able to do suggestions for dealing with that well the important thing is and this is where the high-performing organizations do very well is they understand the balance of the need for data security and privacy with the need to be able to make the right decisions so that means that you make the right data available to the right people to make those decisions there are going to be instances where you perceive that it is something you need but it may not be something that you need so maybe when you're looking at certain things let's take certain information in a certain database maybe you need something about the customers but that doesn't mean you need unfettered access to the customer data maybe there are only portions of that customer data that you need so it really is up to the people that are managing the governance and the stewards involved to say here's the types of information that are need for these different areas and give people access to the portion that they need rather than the whole thing it's hard work like I said there's no silver bullet it really means understanding your organization, the data and how it's utilized in the organization it really is you know again I've seen this a lot in other companies I volunteer for a nonprofit and I can't tell you how timely this is any suggestions on how to tell leadership that they are asking too much change at once and our focus on technology not business people send the copies of my webcast I don't know I guess just continue with the message and really the way to do that is you don't go it alone I mean if you're feeling that way in your organization there are probably other people in your organization that feel the same way so together discussion groups and that type of thing you know invite the leadership of the organization to have sort of a round table discussion of those types of things just to keep the dialogue going now in an ideal organization the leadership would basically keep the door open and generate that dialogue but just because they haven't done that that doesn't mean that you can't actually initiate the dialogue in the conversations yourself I love it and Ron we get this next question quite a bit and we'd love to hear your pitch on this you know how do you change the mind of leadership that data governance is important to line to the bottom line I think what you need to do is you need to show how implementing governance will actually improve some things that are important to the business and I've done a presentation on this in the past in terms of the business value metrics so if you know for instance that increasing sales by say 10% a year is important to the organization show an example or put together a business case saying if we do this it's going to have we feel that it's going to have this level of impact on our business sales so really put it into business terms that those people can understand from their own area I love it so I think we have time for to slip in one more question here I was in the process of doing data governance on a project with the intent of using the process developed in that project for other projects does that work out well in your experience? Generally speaking yes because if you're doing it in a project I mean obviously you want to get it to a point where it's organization wide but a lot of companies kind of start in one area so again smart small start small and grow out from there so what you want to do is you may have put in a process for this one project the core of that process hopefully is sound but what happens is you can start to adapt that if not so every project or every initiative that you apply that to is going to be a learning experience so don't feel that you're going to take that as basically a one size fits all and say it worked over here so therefore it must work over there it's like this process worked on this original initiative I think it will work for the next one but we may have to modify it some work and by the end of it if you're open to modifying it as you go along you're going to come up with a better overall process to begin with and that's how those mature organizations do it they're always consistently evaluating what are we doing how can we make it better on a continuous improvement approach well Ron thank you so much that brings us almost to the top of the hour here this has been another fantastic presentation really helpful very informative I think there's lessons here for everybody that we can all take away and use and help to make our lives better and thanks Adira for sponsoring and thanks to our community for everything and being so engaged in everything we do and all and helping each other out just love it and with a reminder I will send a follow-up email by end of day Thursday with links to the slides links to the recording and and everything else Ron thank you so much thank you everyone have a wonderful day you too