Data Governance Strategies: CDO Do’s and Don’ts

Industry leaders gathered at The Studio at Abbey Road Studios to discuss data governance strategies and management in the technology function.

Data Do's and Don'ts’ guide to responsible data management. Do prioritise security, ethical use and compliance with regulations. Do ensure data accuracy, quality and accessibility. Don't overlook privacy concerns or neglect data governance strategies. Don't collect unnecessary data or share sensitive information indiscriminately. Strategic adherence to these principles is key for fostering trust and mitigating risks.

Data governance strategies: meet the panellists

With Doug Drinkwater, Editorial and Strategy Director at HotTopics, moderating this roundtable, the panellists included:

• Nuala Kennedy Preston, Head of Partnerships, People's Postcode Lottery
• Dan Kellett, Chief Data Officer UK, Capital One
• Niresh Rajah, Chief Data & AI Officer, DLA Piper

Watch the full roundtable on Data Do’s and Don’ts to uncover the data governance strategies and implementations the panellists recommend:

Key takeaways from the panel

• Niresh Rajah argued that data is increasingly recognised as the core essence of organisations, with decisions at the board level now heavily based on data, especially in the context of customer data and ESG considerations. “So I think it's really clear, it's not that data has become much more valuable, it's just the recognition and education that data has really become important.”

• Nuala Kennedy Preston expressed her concern regarding the necessity of quality data for AI models and the importance of being able to explain AI results. “The ethics conversation and the data conversation and the AI conversation and they all sort of sit together in my head, so I 100 percent believe the two to be perfectly linked.” 

• Niresh emphasised the importance of focusing on critical data, sharing a use case from his experience as a CDO, where they reduced 40,000 data elements to a more manageable number. “Focus on the critical data that we hold in our organisation and make sure we baseline that critical data and everything then follows on from that critical data.”

• “I think the role of the CDO is always about that balance, making sure you're delivering quick wins… my view is in the calendar year you are enrolled, You've got to demonstrate that value.” Niresh discussed the need for a balance between data management and delivering quick wins, indicating that boards may not have the patience for long-term value realisation. Dan Kellett, on the other hand, argued that while balance is key, you risk “going the other way,” noting that focusing solely on quick wins may prevent the organisation from building a sustainable long-term foundation.

• Nuala advised implementing a straightforward strategy and avoiding making it overly complex or widely advertised. “Do implement a data governance strategy. Don’t make it overly complicated… do try to learn business terminology and don’t get stuck in the weeds.” She wants data leaders to focus on delivering clear, impactful results that demonstrate progress and innovation.

• “Do try to align your data strategy to your business strategy… don’t create an ivory tower.” Advocating for integration and communication across the organisation, Dan also emphasised the importance of investing in networking, both within and outside the company, to foster innovation and knowledge sharing. Additionally, Dan highlighted the need for diversity in hiring, suggesting that bringing in people with varied backgrounds and experiences is essential for advancing your data strategy effectively.

• “Don’t get intimidated by all the AI hype.” Emphasising the importance of staying humble and open to continuous learning, Niresh highlighted the significance of mastering storytelling to effectively communicate the outcomes, benefits, and potential of data and AI within a business context. He warns against getting too absorbed in the technical aspects of governance, controls, and risk management within your team, as the organisation is more interested in the tangible outcomes and benefits rather than the detailed processes behind them.