Gartner Data & Analytics Summit

10 – 11 September 2019 / Mexico City

The Foundation and Future

of Data and Analytics
Governance
Saul Judah

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 Traditional “one-size-
fits-all” governance
is obsolete for data
and analytics.

Adaptive governance is
your bridge to the future.

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Key Issues

1. Why are current approaches to data and analytics governance failing

in digital business?
2. What key foundations do I need for modern data and analytics
governance to deliver digital business success?
3. What is adaptive data and analytics governance, and why is it critical
to the future of data and analytics?

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Key Issues

1. Why are current approaches to data and analytics governance failing

in digital business?
2. What key foundations do I need for modern data and analytics
governance to deliver digital business success?
3. What is adaptive data and analytics governance, and why is it critical
to the future of data and analytics?

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Data and Analytics Governance Defined

The specification of decision rights and an

accountability framework to ensure the appropriate
behavior in the valuation, creation, consumption and
control of data and analytics.

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 An Easy Question
Where are data and analytics
activities done in your organization?

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Where Are Data and Analytics Activities Done
in Your Organization?

1. D&A in the Business Unit LOB Line of Business D&A Data and Analytics

LOB LOB LOB

D&A D&A

IT

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Where Are Data and Analytics Activities Done
in Your Organization?

1. D&A in the Business Unit LOB Line of Business D&A Data and Analytics

2. D&A in the IT Department

LOB LOB LOB

D&A IT

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Where Are Data and Analytics Activities Done
in Your Organization?

1. D&A in the Business Unit LOB Line of Business D&A Data and Analytics

2. D&A in the IT Department

LOB LOB LOB

3. D&A in a Separate Department

D&A

IT

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Where Are Data and Analytics Activities Done
in Your Organization?

1. D&A in the Business Unit LOB Line of Business D&A Data and Analytics

2. D&A in the IT Department

LOB LOB LOB

3. D&A in a Separate Department D&A D&A

4. D&A in the LOBs and the IT Department

D&A IT

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Where Are Data and Analytics Activities Done
in Your Organization?

1. D&A in the Business Unit LOB Line of Business D&A Data and Analytics

2. D&A in the IT Department

LOB LOB LOB

3. D&A in a Separate Department D&A D&A

4. D&A in the LOBs and the IT Department D&A

5. D&A Experts Scattered Throughout D&A IT

the Enterprise

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Responses to This Question — Recent
Webinar Poll

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 A Harder Question
Who owns the decision
in this example?

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Who Owns the Decision in This Example?

? What business processes are key in achieving

these outcomes?

Increased
customer
retention ? What related decisions must be made and
what KIs are used to understand outcomes?
by 8% YoY

? How does the decision relate to business value,

information value and strategic goals?

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We Need Better Governance for Data
and Analytics

• One size fits all, center-out

• Innovation through governance
is not a priority
• Hand-wired, control-oriented
• Formal decision rights are
The Governance
partially understood and
We Have
disconnected from local decision
making
• Passive governance,
compliance-oriented

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We Need Better Governance for Data
and Analytics

• Multiple styles, sensitive to

context
• Encourages innovation at the
center and the edge
• Flexible, dynamic strategy across
The Governance The Governance
enterprise and ecosystem
We Have We Need
• Distributed, formal and informal
decision rights, connected to
value
• Active governance, sensitive to
opportunity and risk

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We Need Better Governance for Data
and Analytics

Adaptive Governance

Autonomous

Agility

Outcomes The Governance

The Governance
We Have We Need
Control

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Key Issues

1. Why are current approaches to data and analytics governance failing

in digital business?
2. What key foundations do I need for modern data and analytics
governance to deliver digital business success?
3. What is adaptive data and analytics governance, and why is it critical
to the future of data and analytics?

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Know the Difference Between Compliance
and Governance

Compliance Governance
• Non-negotiable. • Builds on compliance, but goes Outcomes

• Builds on external legal and beyond, such as ethical

Control Control
regulatory requirements. considerations.
• Based on policy enforcement, • Builds on organization’s agreed rules
controls as well as auditing and reporting. and agreed risk appetite.
• Differs by industry and region. • Cannot be centralized — happens
wherever you use data and analytics.
• Complex and complexity increases
constantly. • Is a business task and requires agility at
the speed of business.
• Requires subject matter experts, as well
as collaboration with risk, legal and other • Requires constant communication and
departments. exchange.

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Data and Analytics Governance Is a
Business Objective

Decision
Models

• Drive business value

Analytic • Enable the business
Algorithms
Models
• Focus on what is relevant
• Be transparent and consistent
Data
• Ensure legitimacy and integrity
• Develop trust

Content

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Identify the Right Metrics for Governance

Bottom-Line and
Stakeholders Outcomes Other Results

Feedback
Executives Performance on Strategy
Metrics

Process Business Process KPIs Efficiency

Owners (Applications, Workflow) and Effectiveness

Information Data and Metrics Data and Business

Stewards (Workflow, Data) Data Quality

Stakeholder Level Focus

Make the connection to the business – Identify the Right Metrics for Governance
Source: “The Gartner Business Value Model: A Framework for Measuring Business Performance” (G00314698) and
“Toolkit: Use Gartner’s Value Pyramid to Connect Data to Business Value” (G00341532)
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Enable the Right Governance Dialogue and
Footprint for Data and Analytics
• Monitors Program Effectiveness
• Sets Targets for Program (Metrics for Outcomes)
• Sets/Approves Policy (Workflow, Processes, Life Cycle, Business Rules)

Governance Board • Data Custodians

• Knowledge Base
(Business Executives) • Shared Service
• Responsible Data
Process • Data
• Accountable Maintenance
Owners Maintenance
• Policy/Decision Office
Stewards Council • Automation
• Final Arbiter
(“Power” Users) • Outsource

• Chief Problem Solver

• Monitors, Measures, Reports
• Business Process/Program Improvement
See “Toolkit: Information Governance Role Descriptions” (G00259824) and “Governing the Information Governance Board” (G00260884)
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Know the Scope of Governance — Decide Who
Governs What, Where and Why It Matters

Centralized Use this to discuss the overlapping

System No. 2 System No. 1 contention across multiple
(I.e., CRM) (I.e., ERP)
applications that share the same
information assets.
What is our portfolio of data and
Regional
analytics that helps our business
operations run, differentiate and
System No. 3 innovate?
Local
(I.e., E-Commerce
Suite)

See “Pursue a Pace-Layered Information Strategy to Support Your Business Applications” (G00252010)
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Focus on Risk-Based Decision Making, Not Check
Box Compliance

High Risk High

Level of Opportunity Value

Impact

Optimize/Mitigate Accept

Low Risk
Likelihood
Opportunity Value
Good Risk
Avoid Transfer/Share
Value

Appetite for Risk Low

Bad Risk Low High
Level of Risk Appetite
Appetite

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Move From Control to Collaborate

Central Data and

Office of CDO Data Science Lab
Analytics Team

Customer and
Finance Analytics Marketing Analytics
Sales Analytics
ERP Data, CPM Data CRM Data, Open Data
CRM Data

HR Analytics Supply Chain Analytics Security Analytics

HCM Data, ERP Data SCM Data, PLM Data Web Data, Log Data

To do this — we need to build a model of ‘Trust’ for data and analytics

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Build a Common Trust Model

Identify the sufficient number of trust levels Identify the data and analytics artifacts

Sales Force CRM ERP Analytics EDW AI External Sources

and Pricing App

Geospatial Data
KPI Framework
Sales App Data

Corporate Data

Telemetry Data
Extended Data

Warehousing
Procurement

Procurement
Master Data

Master Data
Contracting

Information
Application

Algorithms

Web Feeds

Open Data
Prediction
Customer
Prospect

Prospect

Learning
Machine
Master

Model
Portal
Data
Data
Trust Level
Assured X X X X X X X
Affirmed X X X X X
Proven X X X X
Acknowledged
Asserted
Assess where Identify the acceptable
Unknown
you currently are trust level

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Key Questions for Data and Analytics Governance

1. Do we (need to) know 2. Is it safe?

what is happening? • Access control
• Monitoring and auditing • Security (vulnerability, encryption)
• “Self-service” governance

3. Is it trustworthy? 4. Can it be leveraged?

• Scoring, certification, validation • Reusability and promotability
• Data quality • Accessibility
• Metadata management

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Key Issues

1. Why are current approaches to data and analytics governance failing

in digital business?
2. What key foundations do I need for modern data and analytics
governance to deliver digital business success?
3. What is adaptive data and analytics governance, and why is it critical
to the future of data and analytics?

27 © 2019 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
D&A at the Center of Addressing Major
Business Challenges

Cont. Glucose Monitoring Goal-Setting/Dashboard Smart Meters Smart Parking Spot

Help diabetes Help people reach Benchmark use Save time; less
patients be healthier financial goals of energy carbon emissions

Weather/Soil Data Collect Fitbit Data Share Mobile Data

Improve crop yield; Insurance helps people Lessen

lower insurance cost to live healthier traffic jams

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Overview of Trends in Data and Analytics

Distributed

Deliberate Emergent

Centralized

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Overview of Trends in Data and Analytics
Givens
Distributed

Self-Service
New Roles/Skills
D&A Capabilities
Domain Analytics
Deliberate Emergent
Compliance

Cloud D&A

Centralized

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Overview of Trends in Data and Analytics
Givens Shifts
Distributed

Distributed/Edge
Adaptive Information Governance
Augmented Analytics
Data Literacy
Servware
Deliberate Emergent
Continuous Intelligence
Conversational AI

Chief Data Officer

Centralized

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Overview of Trends in Data and Analytics
Givens Shifts Flips
Distributed

Blockchain

Domain in the Lead

Data-Driven Org. Privacy Context
Deliberate Emergent
Semantic
Infonomics Data Mgmt.

Graph
Analytics

Centralized

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Overview of Trends in Data and Analytics
Givens Shifts Flips Questions
Distributed

Centaur AI on the Board

DAO

Deliberate Emergent

Quantum
Computing
AI Governance

Centralized

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Overview of Trends in Data and Analytics
Givens Shifts Flips Questions
Distributed

Adaptive
Centaur
Information AI on the Board
Blockchain Distributed/Edge
Governance
DAO Augmented Analytics
Self-Service New Roles/Skills
Data Literacy Data-
Domain in the Lead D&A Capabilities Privacy Context
Driven Org.
Domain Analytics
Deliberate Emergent
Infonomics Servware
Continuous Semantic Data Mgmt.
Intelligence Quantum Conversational AI
Computing Graph Analytics
Compliance
AI Governance
Cloud D&A
Chief Data Officer

Centralized

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Strategic Planning Assumption:
Data and Analytics Governance

Through 2022, only 20% of organizations investing in information

governance will succeed in scaling governance for digital business.

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D&A Needs Adaptive Governance for
Strategy Execution
ENGAGE INTERACT
Autonomous

Agility
Data and
Analytics Outcomes
DECIDE

Control

“Adaptive governance is the organizational

capability determining the governance styles
SENSE RUN and mechanisms that will deliver required
business outcomes in a given context.”

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Adaptive Governance Requires Adopting New
Practices for D&A

Autonomous

Agility

Outcomes

Control. Making decisions according to rules, policies,

standards, directives and compliance requirements
Control from regulators dominates this command-and-control
style of governance. It remains a foundation of, and
anchor for, governance of the enterprise.

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Adaptive Governance Requires Adopting New
Practices for D&A

Autonomous

Agility

Outcomes
Outcomes. Achieving business outcomes while
balancing risk, return and performance on investments
within the enterprise guardrails.
Control

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Adaptive Governance Requires Adopting New
Practices for D&A

Autonomous

Agility Agility. Empowering roles and teams with the authority

to make distributed and/or mandated decisions that
create value for the business. Relying more on
Outcomes people’s competencies, principles, attitudes and ways
of working, rather than authority and/or rules.

Control

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Adaptive Governance Requires Adopting New
Practices for D&A

Autonomous. Driving value and managing risk from

Autonomous decisions made in real time by people and things.

Agility

Outcomes

Control

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How to Apply Adaptive Data and Analytics
Governance to Current Practices and New Trends

AI Algorithms, Real-time OT, Information Markets

Autonomous Blockchain, IoT, Real-Time Auditing

Agility Data Science Labs, Machine Learning for Data Quality,

Self-Service Models, Information Product Management

Outcomes
Predictive Analytics, Multichannel Customer
Experience, Customer-360, Supply Chain Analytics
Control
Regulatory & Compliance, Master Data Management,
Application Data Management

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Take a Portfolio Approach to Data and
Analytics Governance
Run Differentiate Innovate
Agility
Mode 2
Outcomes
(Exploratory, Adaptable,
Enterprise Control Flexible, Risk-Taking)
Reporting
Embedded
Continuous Intelligence Platforms
Analytics
(ERP, CRM, SCM) Analytic
Application Data Science Platforms

Modern BI Platforms Analytic

Analytic Application
Application
Mode 1
(Predictable, Reliable, Risk-Averse, Control

Standards-Oriented, Rigorous Governance)

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Use Adaptive Data and Analytics Governance
in Your Target Operating Model

4 Conventional Business Digital Business

Autonomous
3
Head Office 1 2 3 4
Agility
Back Office Front Office Innovation
2
Outcomes 1 2 2 3 3

1 Infrastructure and Platforms and Ecosystem

Control Operations
1 4

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Recommendations

Evaluate the health of your governance practices and their current level of
effectiveness — what is working and what is not.
Benchmark your current approach against the foundational best practices we
have just discussed — create a plan of action to address these.
Assess the current and emerging digital business scenarios in your
organization, and how new data and analytics trends will impact them.
Adopt adaptive governance principles using the right mix of governance styles
and approaches that fit your purpose — your bridge to the future.
Enlist stakeholder champions in resetting governance for the digital age.

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Recommended Gartner Research

 Use Adaptive Governance for Data and Analytics to Drive Digital Business
Success
Saul Judah and Remi Gulzar (G00367094)
 Establishing Governance Fundamentals for the Digital Era
Remi Gulzar and John MacDorman (G00335264)
 Effective Information Governance Needs SMART Principles
Saul Judah and Ted Friedman (G00301131)
 Successful Digital Workplace Programs Require Agile Information Governance
Saul Judah and Hanns Koehler-Kruener (G00289498)
 Reset Your Information Governance Approach by Moving From Truth to Trust
Andrew White and Thomas Oestreich (G00319696)
 ITScore for Data and Analytics
Andrew White and Thomas Oestreich (G00333970)
For information, please contact your Gartner representative.
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