Implementing Data Governance

OVALEDGE WHITEPAPER
Implementing
Data Governance
How to Develop a Strategy,
Determine a Value Proposition,
and Build a Business Case
BUSINESS CASE
VA L U E P R O P O S I T I O N
STRATEGY
AUTHORS:
Sharad Varshney, Kieron Allen 11/2020

IMPLEMENTING DATA GOVERNANCE
Contents
3 Executive Summary
4 Data Governance Defined: What it is and Why it Matters to

Modern Organizations
5 The Rise of Collaborative Data Analysis
7 Data Privacy Regulations are Increasing
9 What is Traditional Data Governance and Why is it So

Difficult to Run?
18 Modern Value-Driven Data Governance: Utilizing the Power

of Smart Technology
19 Data-Driven Decisions and Innovation
22 Ensuring Data Compliance
24 Improving the Efficiency of your IT and Data Teams
27 What is the ROI of a Modern Data Governance Program?

27 Efficiency
28 Compliance
29 Better Business Decisions and Innovation
31 Conclusion
32 About the Authors
OVALEDGE WHITE PAPER ovaledge.com 2

Executive Summary
Traditional Since data was first stored and managed, systems that enable
data governance users to locate and work collaboratively on it have been essen-
strategies and toolsets tial—think of the antiquated referencing systems that still exist in
cannot effectively some libraries today.
manage the terabytes
of data accumulated However, traditional data governance strategies and toolsets
since the advent of cannot effectively manage the terabytes of data accumulated
the internet. since the advent of the internet.
In the age of big data, modern data governance techniques

make it possible for multiple teams and departments to access
data and use it to innovate. Innovation using data accessed
through self-service platforms is a crucial driver for growth and
today, modern companies needn’t rely solely on dedicated data
teams to achieve this success.
At the top-end of the scale, the most cutting-edge data gover-

nance programs allow for progressive implementation, enabling
users to develop customized data governance programs at their
own pace.
In this whitepaper, we’ll define data governance, compare and

contrast traditional and modern data governance techniques,
and determine how data-driven innovation is fundamentally
altering the mechanics of growth.

Data Governance Defined:

What it is and Why it Matters
to Modern Organizations
Today, data is Data governance is the process of organizing, securing, manag-
king. This ‘digital gold’ ing, and presenting data using procedures and technologies that
is facilitating a significant ensure it remains accurate, consistent, and available to verified
shift in business practi- users.
ces and driving unprece-
dented growth. Effective data governance frameworks encourage data-driven
decision-making, growth, and innovation, help organizations
achieve compliance with company policies and privacy regula-
tions from various jurisdictions, and enable IT and data teams to
work more efficiently.
Annual Size of the Global Datasphere1
Zettabytes 180
160
140
120
100
80
60
40
20
Data created 0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
2021 2022 2023 2024 2025
Today, data is king. This ‘digital gold’ is facilitating a significant

shift in business practices and driving unprecedented growth. As
a result, business executives, data owners, and departments are
under enormous pressure to make the most of the data in their
possession.
1
Reinsel, David, Gantz, John, Rydning, John.
“The Digitization of the World From Edge to Core.” Seagate, November, 2018,
https://www.seagate.com/files/www-content/our-story/trends/files/dataage-idc-report-final.pdf
(PDF version downloaded November, 2020)

IMPLEMENTING DATA GOVERNANCE Data Governance Defined: What it is and Why it Matters to Modern Organizations
But this is just one pressure point—data privacy is another. Data

protection is becoming increasingly important to users, govern-
ments, regulatory institutions, and the business community.
Consequently, a comprehensive alignment process is essential for a

modern company wishing to use its data to become more business
efficient. This process is also vital to develop innovative products
and services while conforming to regulatory requirements.
The primary aim is to achieve a level of data maturity that enables

companies to go from data-aware to data-driven organizations.
To achieve But for this transformation to happen within regulatory boundar-
modern digital objec- ies, a company’s data (which on average, equates to around 400
tives, smart solutions different data sources), and the tools, strategies, and frameworks
are required. And that’s required to manage it, must be professionally implemented.
where data governance
comes in. To achieve modern digital objectives, smart solutions are required.
And that’s where data governance comes in.
The Rise of Collaborative Data Analysis
IT and data decisions are now analyzed collaboratively at many of

the most influential organizations in the world. There are some obvi-
ous benefits: a more democratic working environment, a culture of
innovation, and the value of projects exceed expenditure.

But regardless of collaboration, when business users are unable to

make and implement critical decisions harmoniously, negative conse-
quences soon begin to outweigh any original advantages.
For example, a company decides to move certain operations over to

the cloud to save money on operational costs. The trouble is, cloud
providers are not responsible for a company’s data management
commitments. So, despite the migration effort, co-ordination require-
ments would remain on-prem.
Splitting the storage and management of data like this can only lead
to confusion—unless there is a substantial governance strategy in
place.
With so much
data and so many Organizations face similar obstacles when rolling out company-wide
advanced analysis tools data-focused solutions too. For example, single departments may
available, it’s possible to require specific datasets at a particular time. This data is likely to
obtain more and more concern a different customer group or product to another depart-
value from combined ment.
data sets.
Even if the product or customer data is from the same source, it
could have undergone subtle changes that expose personal identifi-
able information (PII) or alter its meaning.
Data is continuously duplicated and used by various teams within an

organization. Most enterprises hold at least ten different copies of
their structured data, but this number is often much higher.
Despite this abundance of data, often, different teams within an

organization don’t have a full, or in some cases, even a partial under-
standing of the data available to them. Insufficient data visibility is
an issue that many organizations face—especially when it comes to
combined data sets.
With so much data and so many advanced analysis tools available,

it’s possible to obtain more and more value from combined data
sets. Instead of focusing on independent sources, data teams look at
historical records to acquire the most relevant and reliable informa-
tion available to them.
But to facilitate a culture of democratic data consumption, organi-

zations must first implement the technology to manage their data
successfully.

Data Privacy Regulations are

Increasing
Today, data is a tightly regulated commodity, and in many

instances, regulatory compliance is taking precedence over
ingenuity. The General Data Protection Regulation (GDPR)2 is
probably the best-known data privacy law—with the threat
of fines totaling 4% of revenue, this is hardly surprising—but
outside of the EU, there are many more regulations.
Today, close to 70% of countries have data privacy laws in

place3, but with constant violations and data misuse incidents
across the board, more regulations will come.
Businesses are trying to promote a culture of innovation

through creative data usage. However, they must also ensure
that innovative practices don’t expose sensitive data and
force them to fall foul of regulatory requirements.
It’s a delicate balance, and modern businesses need to ad-

dress two key questions:
1 With such diverse and disconnected data sources, how can

we introduce holistic data management processes?
2 How can we support a culture of innovation while ensur-

ing everyone has the appropriate level of access to the data
they need to succeed in their efforts?
In this whitepaper, we answer these critical questions.
2
European Commission. “Data Protection in the EU.” Accessed November, 2020,
https://ec.europa.eu/info/law/law-topic/data-protection/data-protection-eu_en
3
UNCTAD. “Data Protection and Privacy Legislation Worldwide.” Accessed November, 2020,
https://unctad.org/page/data-protection-and-privacy-legislation-worldwide

Progressive We discuss the ways traditional data governance failed to keep

data governance up with the demands of data-driven economies and how com-
enables businesses panies like OvalEdge are deploying modern methods to make
to implement data the process easier, quicker, and more effective.
governance practices
at their own pace on At the forefront of data science, OvalEdge operates a progres-
a modular basis. sive data governance model. Businesses can avoid many of the
hurdles that arise during the implementation phase by using
this method. When a company migrates onto a full-fledged
data governance platform, it can often fail to succeed. The
organization doesn’t have time to learn the mechanics of the
programs on offer or the opportunity to hone in on the areas
where a data governance program may be most relevant.
Progressive data governance enables businesses to implement

data governance practices at their own pace on a modular
basis. This method allows them to learn strategies, dedicate
resources as and where they are needed, and develop effec-
tive, scalable data literacy programs that ultimately lead to a
self-service culture within an organization.

IMPLEMENTING DATA GOVERNANCE What is Traditional Data Governance and Why is it So Difficult to Run?
What is Traditional Data

Governance and Why is it
So Difficult to Run?
Traditional One can describe traditional data governance models as academic processes.
strategies are They are incredibly useful, in-depth, and give data governance managers a
implemented over great deal of control over the data in question. However, the requirement for
multiple aspects and expertise makes these procedures very difficult to implement company-wide.
fail to encourage data It is even more challenging to enforce and manage on an ongoing basis.
literacy among non-
data-focused teams. Traditional strategies are implemented over multiple aspects and fail to
encourage data literacy among non-data-focused teams. Although these
approaches are powerful, they neglect one of the most critical gover-
nance outcomes—the encouragement of data use.
Traditional data governance follows the DAMA framework. The biggest

problem with this framework is that it is prescriptive and intrusive. Data
departments do not generally follow the framework verbatim as their
deadlines drive these departments. And when it’s obstructive, the DAMA
framework creates a bottleneck in the execution of data projects.
The following terms define traditional data governance practices4.
The DAMA framework

of Data Governance
4
Dataversity. “The Difference
Between Data Governance & Data
Management.” Accessed November,
2020, https://www.dataversity.
net/the-difference-between-data-
governance-data-management/

Data Architecture
In simple terms, data architecture is about identifying the data needs of

an enterprise and designing and maintaining the master blueprints to
meet those needs. These master blueprints guide data integration, con-
trol data assets, and align data investments with business strategy.
Data architecture Identify data storage and processing requirements

group goals
Design structures and plans to meet the current and long-term
data requirements of the enterprise
Strategically prepare organizations to quickly evolve their products,

services, and data to take advantage of business opportunities inherent
in emerging technologies.
Data architecture group Define the current state of data in the organization
responsibilities
Provide a standard business vocabulary for data and components
Align data architecture with enterprise strategy and business architecture
Express strategic data requirements
Outline high-level integrated designs to meet these requirements
Integrate with the overall enterprise architecture roadmap
From a governance perspective, this group plays a vital role in the overall
data governance strategy. In most cases, this group is either:
Responsible for all data governance duties in an organization
Required to work closely with data governance team members, like

data stewards
Governance Maintain and enforce standards

responsibilities
Manage architecture designs
Oversee projects

Data Modeling and Design
An excellent way to understand data modeling and design is to

compare it directly to data architecture. Data architecture pro-
cesses constitute the overview of data management requirements,
while data modeling and design is a secondary outcome.
Essentially, data modeling and design is the production of graphs,

diagrams, and other documentation—physical, logical, or concep-
tual—that demonstrate and communicate a company’s data assets.
Data modeling is a highly complex process for which data scientists
or data engineers are responsible.
Governance Create standards for data modeling and ensure the entire organi-
responsibilities zation follows these standards
Maintain the quality of data models and database designs
Maintain version controls
Ensure that these data models are available company-wide
Data Storage and Operation
Data storage and operation refers to the design, implementation,

and support of stored data to maximize its value. Most organi-
zations have various databases (SQL, No-SQL, data lakes, etc.),
maintenance systems, backups, encryption protocols, and various
other activities.
Key goals Manage the availability of data throughout its life cycle
Ensure the integrity of data assets
Manage the performance of data transactions

Database administrators (DBA) play a vital role in data storage and

operations. The role of the DBA is the best-established and most widely
adopted role in the data industry, and database administration practices
are the most mature of all data management disciplines.
From a governance Various storage metrics, like the number of databases, transactional
perspective, the following statistics, capacity metrics, storage metrics, number of requests, and
should be available improvement services
Performance metrics like transaction frequency and query performance
Services metrics like issue submission KPIs and resolution times
Information asset tracking tools that ensure the company meets license
requirements and the cost of ownership is understood
Data audit and validation processes to evaluate stored data against

established acceptance criteria to determine its quality and usability
Data Security
Once an organization decides on its data storage methods, the challenge

is ensuring the data remains secure. When data is stored on-prem, it’s
down to dedicated IT professionals to develop security systems that pre-
vent third-parties from accessing, maliciously appropriating, or altering it.
But this challenge doesn’t stop at external threats. Data security proto-
cols should also prevent unauthorized users within an organization from
intentionally or unintentionally accessing or manipulating prohibited data
sets too.
Data security goals Enable appropriate and prevent inappropriate access to enterprise data
assets
Understand and comply with all relevant regulations and policies for
privacy, protection, and confidentiality
Ensure that the privacy and confidentiality needs of all stakeholders are
both enforced and audited

To achieve these goals, IT security teams use various tools and tech-
niques like encryption, antivirus software, malware attack prevention,
and more. Database administrators and IT security teams are usually
responsible for managing data security.
Today, regulatory guidelines are making it more difficult for security

teams to find all available privacy-focused data assets and govern them
appropriately. Furthermore, granting access to individual users to specific
data creates a backlog that the security team is required to manage.
The objective of a governance team is to ensure that all the procedures

are well documented and encryption and standards met.
Data Integration and Interoperability

Data integration is the process of funneling data between numerous data
stores, applications, and organizations. It is the most common business
need and a vital requirement for any data solution. Data engineers are
usually responsible for creating and managing these data pipelines.
Data integration Provide data securely, with regulatory compliance, in the format and
goals time frame required
Lower the cost and reduce the complexity of managing solutions by

developing shared models and interfaces
Identify meaningful events and automatically trigger alerts and actions
Support business intelligence, analytics, master data management, and

operational efficiency efforts
Data integration Data Sharing Agreements: Before developing interfaces or the provision
requirements of data electronically, there was a requirement to establish a data shar-
ing agreement or memorandum of understanding (MOU). This agree-
ment stipulates the responsibilities and acceptable use of data to be
exchanged and is approved by the business data stewards of the data in
question.
Data Lineage: Data lineage is a crucial requirement for data governance
as, without it, you cannot conduct any impact analysis when making data
changes. Analysts must document the data lineage and confirm how
data is flowing from one system to another.
Metrics of Data Integration: Metrics are required to measure the scale
and benefits of a data integration solution on availability, usage, volume,
cost, and speed.

Document and Content Management
Data exists in many formats such as PDF, text file, JPG, or one of
many other document types. Everything else, like MP3 or MP4,
can be considered content and is stored in any format other than
RDBMS (Relational Database Management Systems).
Several crucial steps include organizing and categorizing data, de-

veloping storage solutions, implementing workflow protocols, editing
the data, publishing, and archiving.
You must have governance in place for unstructured data for the
following reasons:
1 Legal and regulatory compliance

2 Defensible disposition of records
3 Security of sensitive information
Reference and Master Data
Although similar, reference and master data are two separate

things. Master data is the core data contained within an organi-
zation and could be customer data, data referring to inventory or
stock, primary analytical data, or something similar. You can char-
acterize master data by how it is stored (on multiple systems) and
shared (by numerous members of an organization). For example,
in the retail industry, consolidating customer information is a mas-
ter data management (MDM) activity.
Reference data is the set of values used to structure this master

data with a focus on shared or common indicators. For example,
in the global stock market, a trader may well be aware of the tick-
ers that represent each stock even if they have no other detailed
information about it.

Aggregating master data and categorizing reference data is a com-

plex process that requires various tools and techniques.
The following are the Define MDM drivers and requirements by analyzing your business
MDM activities
Evaluate and assess all data sources
Define and design a data architecture approach
Model master data attributes, define enterprise-wide definitions

and subject areas
Define the maintenance process
Establish governance policies
All MDM activities should have a governance overreach. Without

governance, reference and master data solutions are just additional
data integration utilities, unable to deliver their full potential.
Data Warehousing
and Business Intelligence
Business intelligence (BI) refers to the strategies and technologies

deployed by organizations to analyze business-critical data. Data
warehousing is a vital component of BI. A data warehouse can con-
tain all of a company’s data, current and historical, from numerous
sources inputted by multiple users.
From here, data analysts are theoretically able to access any data
they need to make crucial business decisions. Traditionally, IT teams
used an Extract, Transform, and Load process (ETL) to upload and
store data in a data warehouse. In this manner, data is moved in
batches and on daily schedules. But there’s a limit to how much you
can move at once, so traditional data warehouses often require up-
dating. This method also requires a lot of resources like CPU, memo-
ry, and bandwidth.

Commonly, governance in BI groups is the primary driver for an

entire data governance program.
Governance objectives Enable business acceptance by:

for BI groups - Documenting data models
- Ensuring a data quality feedback loop
- Providing end-to-end metadata
- Offering verifiable data lineage
Customer user satisfaction
Define Service Level Agreements
Ensure a reporting strategy for the entire data landscape
Metadata
Metadata is data in the fine print, the information used to find and
categorize data. As well as making data discoverable, you can use
metadata to find common relationships between data sets too.
Metadata is intrinsically linked to data quality because the informa-

tion contained within it gives data provenance. But without a system
in place that automatically analyzes metadata and uses it to catego-
rize and qualify this provenance, it’s impossible to get the most from
metadata on a large scale.
Metadata management Establish standard business terms or develop a widely-distributed

objectives business glossary
Collect metadata from all data sources
Standardize the way business users access metadata
Ensure the quality of metadata
It is the role of the governance teams to establish metadata stan-

dards and guidelines.

Data Quality
Good data quality improves the overall usage of data and makes
data-driven decisions a reality. Good data quality is one of the
primary objectives of a data governance program. If you follow all
of the processes explored in this section, you end up with quality
data. Teams need to tag data accurately for provenance, it needs
to be stored safely and securely, and it must be well-referenced.
Data quality team Develop a governed approach to make data fit for the needs of
objectives consumers
Define standards and requirements to achieve data quality
Define and implement processes and procedures to measure the

quality of data
Identify and champion data quality enhancement through various

process improvements
As you can see, traditional data governance deals with multiple

departments and its various functions, and alignment with all the
departments and their data sources is a daunting task. Further-
more, traditional data governance approaches do not provide a
mechanism to measure the success of a data governance program.
Consequently, it is hard to justify the investment.
So, what’s the alternative?
Although incredibly useful, traditional data governance fails to

achieve the efficiency, cost-effectiveness, and simplicity of modern
data governance tools. Even though early data governance mod-
els deal with multiple aspects, there is no step-by-step approach.
Multiple toolsets are required, and the implementation process is
lengthy and convoluted.
What’s required is a centralized, value-driven platform, like the

OvalEdge data catalog and governance tool, that’s easy to imple-
ment and manage. In the following section, we’ll explain how mod-
ern data governance, through the use of smart technology, enables
any company that aspires to grow into a data-driven organization
to do so.

Modern Value-Driven Data

Governance: Utilizing the
Power of Smart Technology
Today, data is Most traditional data governance practices were developed in the late
everywhere, and data 1990s and driven by the banking industry’s compliance requirements.
governance protocols Since then, the scope of data distribution and the industries that deal
have had to adapt. with data has grown tremendously.
Today, data is everywhere, and data governance protocols have had to

adapt. Now, organizations define good data governance by the value it can
bring—especially when quality data is the foundation of this value. With a
shift in both data volume and strategy, an organization must govern its data
smartly using modern methodologies, use cases, and technologies.
In the early days of data governance, there was a great deal of focus on
developing specific data architecture. Now, using modern data gover-
nance technologies, like the OvalEdge data catalog and governance tool,
architecture diagrams are automatically built using the raw data.
Modern data governance

has three core objectives
1 To advance data-driven decision

making in an organization through
trusted insights
2To ensure data compliance

across various data privacy laws and
internal data policies
3 To improve the efficiency and

productivity of IT and data teams

IMPLEMENTING DATA GOVERNANCE Modern Value-Driven Data Governance: Utilizing the Power of Smart Technology
Data-Driven Decision Making
Individual depart- When presented and managed correctly, it’s possible to convert data
ments and employees can into trusted insights that lead to better business decisions. This pro-
use the wealth of data and cess also drives innovation in an organization.
insights at their fingertips
to develop game-changing Individual departments and employees can use the wealth of data
ideas with company-wide and insights at their fingertips to develop game-changing ideas with
implications. company-wide implications. But before an organization can innovate
with its data, several processes need to be completed, or at least
activated, first.
DATA LITERACY
Data literacy is all about education. It’s the process by which an or-
ganization puts in place measures to ensure all data users within that
organization receive education to a level that enables them to con-
sume data confidently.
In general, regular business users cannot utilize the data available to

them as effectively as a dedicated data team can. When widespread
data literacy and clearly defined data terms and frameworks aren’t in
place, communication channels can break down, and innovation stalls.
Developing and implementing a comprehensive data literacy strategy

enables companies to avoid mixed messaging and cross-department
confusion. When data is misrepresented or misunderstood, not only
is it hard to get the best out of it, it can lead to potential conflicts too.
Having a dedicated data team is a powerful asset, but give everyone

in a company the means to locate and utilize this data, and you can
transform a business from the inside out.
Suppose business users are unaware of the data available to them. In

that case, they will struggle to ask helpful questions based on it, find
useful answers, and come up with innovative solutions for growth.
Education is vital for progress, and in a BI context, data literacy is the
educational process required to drive growth in a modern company.

TRANSPARENCY AND TRUST
To build a culture where users can effectively utilize data, the way you distrib-
ute, store, and manage it must be transparent. This transparency leads to trust
in data, and when users consider data trustworthy, they will do more with it.
You don’t have to make all the data in your organization available to
everyone to be transparent. This action would lead to scenarios where
protected or confidential data is made available to unauthorized users, in
opposition to internal and external regulatory requirements.
Instead, a company should clearly state where and what its data is,
where it’s coming from, who is using it, who owns it, and whom to con-
tact if you need access to it. The OvalEdge data catalog is one such way
for organizations to present the data available to users while withholding
access to restricted information.
With technology like this in place, organizations can build trust by dis-
playing the location and content of the available data without necessarily
giving everyone access.
Trust in data is also intrinsically linked to consistency and classification. Well-

classified data is far easier to verify than inefficiently organized information.
ACCESS
Another crucial driver of innovation is access to data. Once your staff is

data literate, and data sets are transparent and trusted, the next step is
to make it accessible. Without access to the data they need to develop
new concepts and approaches, users can’t innovate.
In an ideal scenario, all users have equal access to the data they re-
quire—as long as no restrictions are in place to protect PII or other
information. This scenario is achievable through smart cataloging and
classification.
The aim is to make data searchable so users can access it easily. When
dealing with teams of people who are becoming more data literate but
aren’t proficient data analysts, accessibility is incredibly important. Not
only does it instill confidence in newly literate business users, but it also
encourages experimentation.

SELF-SERVICE ANALYTICS
Self-service analysis takes place when a regular business user develops

into a business analyst. It’s best to regard self-service analytics as the
result of a well-developed, modern data literacy program. After giving
users access to data, they can train, experiment, and innovate. Eventual-
ly, these users will transform into analysts using that data to make better
business decisions.
At the point where a business user becomes literate enough to access

data without assistance from an organization’s data team, they can begin
to undergo self-service analysis. In modern data governance, self-service
is one of the primary use cases for end-users. The other two are data
literacy and data discovery—a concept we will explore further in this
whitepaper.
Self-service analytics requires a platform, like the OvalEdge data catalog,

from which users can access the data they need and analyze it as and
when they need it. These tools foster a quicker decision-making process
where innovative ideas can be created as a team or independently.
Self-service provisions enrich and empower team members providing

them with new skills to make better business decisions.
DATA QUALITY IMPROVEMENT PROGRAM
The more systems that are put in place to streamline the data gover-
nance process and track KPIs, the better the quality of data becomes.
Organizations must make a concerted effort to improve the quality of

their data for users to get the best from it. However, they must also de-
termine what they want from the data before deciding how good it is.
Every company department has a specific business purpose for the data
they access. When data literate staff can access and analyze this data, they
can determine the correct KPIs required to track how well it’s performing.
Again, modern smart technology enables users to set and access these
KPIs once data is unified and organized in one place.

Ensuring Data Compliance
Laws governing As we mentioned earlier on in this whitepaper, the first data governance
data privacy now exist strategies were developed by the banking industry to aid compliance. Al-
in different countries, though not the only factor, compliance is still a driving force behind data
regions, and even states governance practices today.
The difference is, the number of laws and regulations has erupted, and
so too have the internal data policies of many organizations. Laws gov-
erning data privacy now exist in different countries, regions, and even
states, and as businesses operate at a global level, it’s crucial to comply
with these laws—regardless of where you are based.
We’ve highlighted some of the most significant regulations here:
Data Protection Map
Today, failing to Today, failing to follow data protection regulations could result in stag-
follow data protection gering fines. For example, any organization that breaks the GDPR could
regulations could result face fines up to 20 million euros or 4% of global annual revenue5.
in staggering fines.
There are three key areas to consider if you wish to address compliance
issues in modern data governance: standardization, knowledge, and
lineage.
5
GDPR.EU. “What are the GDPR Fines?” Accessed November, 2020, https://gdpr.eu/fines/

STANDARDIZATION
Standardizing data is a crucial step to ensuring compliance. When data is

standardized, it is easier to track and compare.
A vital compliance requirement is to ensure an organization can confirm the

location of user data and its security. By standardizing data, analysts can easily
categorize and trace it, ensuring it conforms to various regulatory requirements.
CLASSIFICATION
Once data is standardized, it becomes easier to identify and enables orga-

nizations to classify and tag it.
Understanding data is vital if you want to ensure compliance. You need to

know what it is and what it means, and classification is an important part
of this process.
The next part is knowing where to put it. With a data catalog like
OvalEdge’s, users can easily search for and find information about the
data they are using. This process is incredibly useful when it comes to
ensuring compliance.
LINEAGE
Data lineage refers to the lifecycle of data—where the data originates

from and where it has been.
Lineage is vital for tracking data. With processes in place to confirm data
lineage, it’s possible to see if and how anyone has altered the data, who
it belongs to, and what important information it contains.
In a compliance sense, data lineage enables organizations to achieve

several objectives such as more efficient regulatory reporting, the ability
to improve data governance through access to historical data, and the
ability to expose any discrepancies or potential security threats.
Within the OvalEdge data catalog, there is a tool dedicated to tracking

data lineage and displaying it visually.

Data Lineage in OvalEdge
Improving the Efficiency of your IT

and Data Teams
Most business Today, most business executives expect Chief Information Officers
executives expect Chief (CIO) and Chief Data Officers (CDO) to do more with fewer resourc-
Information Officers (CIO) es. Budgets are getting cut, and there is a powerful drive to trans-
and Chief Data Officers form existing data models into modern systems.
(CDO) to do more with
fewer resources. This outcome is now the key objective, but data teams will only real-
ize this goal by following several fundamental processes first.
DATA DISCOVERY
Data discovery processes ensure that an organization’s data is easy

to find, access, and understand regardless of where it is stored. The
best way to achieve this is through a data discovery platform—like
the OvalEdge data catalog, but how do provisions like these improve
efficiency?

Generally, in an organization, data is neither located in the same

place nor accessed in the same way. Instead, the opposite is
true. Data is stored in multiple locations with countless different
access measures in place. This method makes it incredibly hard
to find and access data.
With efficient data discovery systems in operation, data is easy

to locate because it is searchable. These processes slash the
time it takes to find a particular data set. On top of this, compre-
hensive categorization makes the data within an organization
easier to understand as the requirement to trawl through count-
less data sets to find specific information disappears.
Finally, when data is discoverable, users can collaborate on it.

Data and IT teams can work together to use the data available
to them to develop data-driven growth strategies. At the same
time, business users can access the platform independently with-
out help from these specialized staff members.
IMPACT ANALYSIS
Impact analysis, in this context, concerns the processes IT and data

teams undertake to determine the impact of data governance deci-
sions downstream.
Impact analysis enables these teams to work more efficiently be-

cause before rolling out a data governance tool or protocol, they
can systematically weigh up the pros and cons of this impending
decision.
The first step of impact analysis is to do a business assessment.

Using smart tools, both data and IT teams can quickly assess how
introducing proposed changes will impact profits, workflow, and
more. It is a critical BI process, and one that is becoming easier and
easier thanks to the development of AI-driven tools that can quickly
analyze the available data.
Of course, it is necessary to have data correctly stored, catego-

rized, and managed first.

METADATA MANAGEMENT
Earlier, we explained what metadata is and why it’s so important—

but let’s recap now. Metadata provides context to information and
enables users to work with it more effectively.
You must fully understand the data you are using if you want to get
the most out of it. For this reason, one of the most important driv-
ers of efficient data analysis is managing this metadata.
The vital point that data and IT teams need to grasp is that more
metadata does not equate to more useful information. Instead, the
primary utility of metadata comes from how it’s managed.
Modern metadata management programs provide links to con-

text, cataloging metadata in a way that makes finding these links
straightforward and fast.
Metadata management requires a strategy, just like any other data

governance process, and the standardization process used to make
raw data more efficient can be applied to metadata too. When
combined with a data catalog, this process boosts what can be
done with metadata independently and collaboratively.
When managed correctly, metadata makes every aspect of modern

data governance more effective. It provides accurate information
to calculate impact analysis, it includes detailed user information
required for regulatory compliance, it enables advanced users to
track data lineage, and it provides analysts with more comparison
points.
You can also use well-managed metadata to create a business

glossary. This tool is incredibly useful for data literacy, and it’s best
to develop a business glossary after the classification of raw and
metadata.

What is the ROI of a Data

Governance Program?
ROI for modern Determining an exact return on investment (ROI) for a data governance
data governance is program is difficult. There are some areas where it’s possible to calculate
measured by use case. ROI and others where it isn’t—right now. However, when looking at ROI as
The most important of a whole, you can combine all of these elements from different use cases
these are innovation and to confirm the benefits of stringent data governance provisions.
data-driven decisions
As we have explained, modern data governance is value-driven and
always use-case specific. Smart technology calculates and comprehends
pain points and develops solutions based on value.
ROI for modern data governance is measured by use case. The most
important of these are innovation and data-driven decisions, the ROI on
which can be exponential if you implement strategies correctly. Howev-
er, the ROI of data-driven innovation is only calculable a reasonably long
time after the event.
For this reason, let’s start by documenting the ROI of increased efficien-
cy, the use case that’s easiest to calculate.
Using the three pillars of modern data governance—data-driven deci-

sions, compliance, and efficiency—we will explain the ROI of a modern
data governance strategy.
Efficiency
Calculating the Calculating the ROI of data governance in regards to efficiency is straight-
ROI of data governance forward—you should recuperate your initial investment relatively quickly.
in regards to efficiency
is straightforward— Improved efficiency within data teams leads to time saved within these
you should recuperate specific teams and, because there are platforms in place to make data
your initial investment processes more efficient and lead to increased data literacy, organiza-
relatively quickly. tions record savings downstream too.
Self-service has a significant impact on ROI. When users can access and
use data themselves without the need to go via a member of the data or
IT team, the ROI is staggering. One report by Forrester included analysis
from seven companies that had used a modern data governance tool simi-
lar to the OvalEdge data catalog. Here are the findings over three years:

IMPLEMENTING DATA GOVERNANCE What is the ROI of a Modern Data Governance Program?
Economic Impact of Modern

Data Governance Tools6
Compliance
The EU’s GDPR It’s almost impossible to calculate the ROI through compliance. However,
has the highest penalty, what you can do is calculate the risks you mitigate by ensuring that you
but there are some other have a data auditing strategy in place. The best way to illustrate this is to
significant fines too. look over the most comprehensive data protection regulations and eval-
uate what you stand to lose if you don’t comply with them—bear in mind
any internal data or privacy protection protocols too.
Unsurprisingly, the EU’s GDPR has the highest penalty, but there are
some other significant fines too.
Any intentional violations of the California Consumer Privacy Act can

result in civil penalties of up to $750 per incident7, while the DIFC Data
Protection Law’s administrative fines range from $20,000 to $100,0008.
6
Forrester. “A Forrester Total Economic ImpactTM Study Commissioned By Alation.” Alation, October,
2019, https://www.alation.com/wp-content/uploads/Forrester-TEI-Alation-Final-10.08.2019.pdf (PDF
version downloaded November, 2020)
7
State of California Department of Justice. “California Consumer Privacy Act (CCPA).” Accessed
November, 2020, https://www.oag.ca.gov/privacy/ccpa
8
Dubai International Financial Centre. “Data Protection Law DIFC Law No. 5 of 2020.” Dubai
International Financial Centre, October, 2020, https://www.difc.ae/files/6115/9358/6486/Data_
Protection_Law_DIFC_Law_No.5_of_2020.pdf (PDF version downloaded November, 2020)

Failure to follow the Lei Geral de Proteção de Dados (LGPD)9 can result in
penalties equal to 2% of a private legal entity’s, group’s, or conglomerate’s
Brazillian revenue minus taxes for the previous tax year, or a fine of 50
million reals ($9 million).
Finally, a fine of up to to $1 million is payable if you breach Singapore’s Per-

sonal Data Protection Act (PDPA)10. And these are not just threats. The list be-
low displays the largest fines handed out to corporations for breaking GDPR
guidelines as of January 2020.
British Airways – 204.6m Euros.

Marriott International Hotels – 110.3m Euros.
Google Inc. – 50m Euros.
Austrian Post – 18.5m Euros.
Deutsche Wohnen SE – 14.5m Euros.
1&1 Telecom GmbH – 9.5m Euros11.
Data-Driven Decisions
Value through innovation is the most difficult ROI to calculate. Firstly, this
is a company by company consideration and every single entity will use
its data to innovate in different ways. How much they get from the data
is dependent on how much they are willing to invest in data governance
strategies. Secondly, data-driven decisions drive value over the long-term
so it takes at least a year—more likely two to three years—to get to a
stage where it’s possible to analyze outcomes.
Business leaders Business leaders make decisions every day. When these decisions are
make decisions every backed by trusted insights, it leads to better outcomes. This directly af-
day. When these fects a company’s top or bottom line. In terms of innovation by creating
decisions are backed by new data products, this is entirely determined by the sporadic nature of
trusted insights, it leads innovation and the independent speeds that it progresses at.
to better outcomes.
Even with a solid data delivery platform in place and all the data required
to innovate at a user’s fingertips, it’s very difficult to predict when and
how innovation will occur.
9
GDPR.EU. “What is the LGPD? Brazil’s version of the GDPR.” Accessed November, 2020,
https://gdpr.eu/gdpr-vs-lgpd/
10
Singapore Statutes Online. “Personal Data Protection Act 2012.” Accessed November, 2020,
https://gdpr.eu/gdpr-vs-lgpd/
11
Alkudmani, Fares. “GDPR: The 6 Biggest Fines Enforced by Regulators So Far.” Secure Privacy (blog),
January, 2020, https://secureprivacy.ai/gdpr-the-6-biggest-fines-enforced-by-regulators-so-far/

Over time, teams will build more use cases with the technology avail-
able to them and eventually there will come a pivot point where this
new use case, say a recommendation engine, for example, is rolled
out.
Even at this point, however, it’s better to analyze the ROI only after
lots of people have begun to use the technology. Although it’s difficult
to calculate ROI in regards to innovation, what is certain is that data is
the foundation for digital transformation and every company is aware
of its importance.
Imagine if you owned a plot of land and underneath this land, unbe-
knownst to you, was an untapped reserve of crude oil. You know the
value of crude oil but you don’t know that this great wealth is right
below you. Until you explore it you will never be able to realize its
value.
We don’t know exactly how data-driven decisions and innovation will

affect the way businesses operate in the coming years, but we do
know that it will be transformational.
Calculating ROI:
OvalEdge Case Study

Conclusion
With big data playing such an integral part in the growth, success,
and evolution of businesses in every sector, data governance is
already one of the most important considerations for management
teams.
A strategic level initiative with far-reaching consequences, data

governance practices have both short-term and long-term ben-
efits. However, the extent to which a company can realize these
benefits is entirely dependent on the degree to which a company
is willing to innovate, using the data at its disposal.
Businesses can
increase productivity Businesses can increase productivity using modern data gov-
using modern data ernance techniques by reducing the cost of existing operations
governance techniques and building new data products faster. Company-wide innovation
by reducing the cost accelerates, and organizations can avoid penalties by remaining
of existing operations compliant with data protection laws and regulations.
and building new data
products faster. Modern data governance is incredibly efficient, but even data
governance providers should continue to innovate. Today, a large
majority of data governance platforms operate using a one-size-
fits-all approach. Organizations are introduced to data governance
strategies all at once, regardless of their initial requirements or
previous experience.
Implementing data governance in this manner can have negative

consequences for businesses. Organizations are unable to scale
their data governance procedures at a comfortable speed, and this
can increase the chances of failure.
Progressive data governance enables companies to implement

strategies gradually, at a pace they desire. It’s possible to specify
the scope of data used, the specific data governance programs
you wish to implement, and how users will access these assets
through self-service.
As the data landscape continues to mature and develop, so too

must the way organizations implement modern data governance
strategies.

About the Authors
Sharad Varshney is a trailblazing entrepreneur and

technology executive and voted one of the top 50
Indian entrepreneurs in the US. Before co-founding
OvalEdge, Sharad was a principal architect at the in-
novative, California-based software firm, Hortonworks.
Sharad Varshney, CEO, OvalEdge:

https://www.linkedin.com/in/sharadvarshney/
Kieron Allen is a highly-experienced journalist, copy-

writer, and editor well-versed in both print and digital
content, with experience writing for internally-distrib-
uted magazines, websites, and pioneering technology
firms.
Kieron Allen, Freelance Journalist and Editor:

https://www.linkedin.com/in/kieron-allen/

Implementing Data Governance

Uploaded by

Copyright:

Available Formats

Implementing Data Governance

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Implementing Data Governance

Uploaded by

Copyright:

Available Formats

What are the differences between traditional and modern data governance?

What are the differences between traditional and modern data governance?

How can data-driven decisions and innovation affect business operations?

How can data-driven decisions and innovation affect business operations?

OVALEDGE WHITEPAPER

Sharad Varshney, Kieron Allen 11/2020

4 Data Governance Defined: What it is and Why it Matters to

9 What is Traditional Data Governance and Why is it So

18 Modern Value-Driven Data Governance: Utilizing the Power

27 What is the ROI of a Modern Data Governance Program?

32 About the Authors

OVALEDGE WHITE PAPER ovaledge.com 2

In the age of big data, modern data governance techniques

At the top-end of the scale, the most cutting-edge data gover-

In this whitepaper, we’ll define data governance, compare and

OVALEDGE WHITE PAPER ovaledge.com 3

Data Governance Defined:

Annual Size of the Global Datasphere1

Today, data is king. This ‘digital gold’ is facilitating a significant

OVALEDGE WHITE PAPER ovaledge.com 4

But this is just one pressure point—data privacy is another. Data

Consequently, a comprehensive alignment process is essential for a

The primary aim is to achieve a level of data maturity that enables

The Rise of Collaborative Data Analysis

IT and data decisions are now analyzed collaboratively at many of

OVALEDGE WHITE PAPER ovaledge.com 5

But regardless of collaboration, when business users are unable to

For example, a company decides to move certain operations over to

Data is continuously duplicated and used by various teams within an

Despite this abundance of data, often, different teams within an

With so much data and so many advanced analysis tools available,

But to facilitate a culture of democratic data consumption, organi-

OVALEDGE WHITE PAPER ovaledge.com 6

Data Privacy Regulations are

Today, data is a tightly regulated commodity, and in many

Today, close to 70% of countries have data privacy laws in

Businesses are trying to promote a culture of innovation

It’s a delicate balance, and modern businesses need to ad-

1 With such diverse and disconnected data sources, how can

2 How can we support a culture of innovation while ensur-

In this whitepaper, we answer these critical questions.

OVALEDGE WHITE PAPER ovaledge.com 7

Progressive We discuss the ways traditional data governance failed to keep

Progressive data governance enables businesses to implement

OVALEDGE WHITE PAPER ovaledge.com 8

What is Traditional Data

Traditional data governance follows the DAMA framework. The biggest

The following terms define traditional data governance practices4.

The DAMA framework

OVALEDGE WHITE PAPER ovaledge.com 9

In simple terms, data architecture is about identifying the data needs of

Data architecture Identify data storage and processing requirements

Strategically prepare organizations to quickly evolve their products,

Align data architecture with enterprise strategy and business architecture

Express strategic data requirements

Outline high-level integrated designs to meet these requirements

Integrate with the overall enterprise architecture roadmap

Responsible for all data governance duties in an organization

Required to work closely with data governance team members, like