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Overview 149

Techniques Assessment via interviews for organizational alignment
action plans
Tools OCM planning template
Communication plan template
Training plan template
Organizational alignment action-planning template
DG sustainability checklist template
Outputs 1. Detailed OCM task plan and timeline
2. OCM team
3. Communications plan
4. Training plan
FIGURE 12-6
(Continued)

Business Benefits and Ramifications

Developing the set of tasks to make sure DG is sustained provides a level of proactive management for
what it takes to get those critical behavior changes to stick. As we said earlier, many in the organization
view things like individual departments with mission-critical spreadsheets as perfectly acceptable, but
DG is viewed as a roadblock to getting things done. Therefore, the goal with a good change management
plan is to make sure that those types of perspectives are addressed and overcome. Then rapid adoption
will occur, along with the potential for earlier benefit realization and minimal churn while the orga-
nization adapts to its new state. Do not underestimate the damage and cost of poorly managed change. It
might not show up on the balance sheet, but it is there and it can be a huge number nonetheless.
Approach Considerations

When building your communication plan, think about bringing people up a “change curve” from basic
awareness through understanding to acceptance and commitment (see Figure 12-7).
It takes time and repeated reinforcement to get people through this curve. Consider all of your
audiences, the degree of impact to them, the key messages you want to deliver (and who should deliver
them), sequencing, timing, and media. Generally, the “big picture” stuff should come from the
executive level while changes to day-to-day process and procedure are best delivered from the direct
management or supervisory level. Also, plan to collect feedback on how well your messages are
getting through. Remember that communication is two-way; you have to listen as well as deliver
information and then demonstrate that feedback has been heard and acted upon.
When rolling out a data governance program, it is essential to be specific about what is changing so
that those impacted understand precisely what to start, stop, or continue to do. Inability or unwill-
ingness to provide clarity in this area causes people to become frustrated and confused, and will either
elongate the adoption curve or sabotage your program entirely. Since data governance is new to your
organization (assuming this is the first time you’ve tried it), you will need a full-fledged education and
training program to ensure that people understand and have the skill sets to be effective in their
(sometimes new) roles. Make sure your program is comprehensive, moving from the general to the
specific and from the rationale and business case for DG to the specific skills or knowledge needed.
While only a few people may need the specific information, the entire organization (and your
implementation) will benefit from the “big picture” stuff.