I’m thrilled to sit down with Dominic Jainy, an IT professional whose deep expertise in artificial intelligence, machine learning, and blockchain has positioned him as a thought leader in leveraging cutting-edge technologies for organizational transformation. With a keen interest in applying these innovations across industries, Dominic brings a unique perspective to the realm of data governance and stewardship. Today, we’ll dive into a fascinating case study from a major utility company, exploring how they built a robust data governance framework, engaged data stewards effectively, and navigated the challenges of balancing priorities. Our conversation will touch on the strategies behind structuring governance, the importance of metrics for accountability, and the human element of supporting stewards through empathy and communication.
How did the utility company initially approach setting up its data governance framework before launching the stewardship initiative?
When they started, the company knew they needed a solid foundation to support their broader enterprise resource planning transformation. They began by designing a three-tiered governance structure well ahead of the stewardship rollout in June 2024. The idea was to have clear layers of responsibility, starting with a Data Governance Council at the top to set policies and strategies. Below that, a Data Governance Office was tasked with executing those plans and engaging stewards. The focus was on defining roles early to avoid confusion later. It wasn’t perfect from the get-go—think of it as a work in progress—but this framework gave them a starting point to build momentum and align data efforts with business goals.
What was the significance of the Data Governance Council in shaping the overall governance strategy?
The Council was the guiding force, made up of 12 leaders from across the organization. Their job was to craft the policies and strategies that would steer the entire governance program. They didn’t just set rules; they provided direction to the Data Governance Office, ensuring that day-to-day activities—like engaging stewards—aligned with the bigger picture. Think of them as the compass, pointing the way while the Office handled the on-the-ground work. They also acted as a feedback loop, reviewing progress and adjusting the course when needed, which was critical for keeping the initiative on track.
How did the company go about selecting the right leaders for the Council, and what qualities did they prioritize?
Choosing the right people for the Council was crucial because they needed to represent a wide range of perspectives within the organization. They looked for leaders who had influence and decision-making power in their respective areas—folks who could champion governance at a high level. These weren’t just technical experts; they were strategic thinkers who understood both business needs and data challenges. The goal was to balance representation across departments so no area felt left out, ensuring the policies they developed would be practical and widely accepted.
What strategies did the Data Governance Office use to motivate data stewards and get them invested in the program?
The Office had to be creative since they couldn’t offer financial incentives—stewards were already on payroll through their departments. They focused on building buy-in through training and empowerment. They identified potential stewards, like managers and department heads, and equipped them with the tools and knowledge to succeed. It was about showing stewards how their role in governance directly impacted their own work and the company’s success. They also made a point to listen to concerns and provide ongoing support, which helped turn initial skepticism into genuine commitment over time.
What hurdles did you observe in defining clear roles across the governance levels, and how were they addressed?
One of the biggest hurdles was avoiding overlap and confusion between the Council, the Office, and the stewards. With three levels, it’s easy for lines to blur—someone might think a task belongs to someone else. The company tackled this by mapping out responsibilities early on and communicating them repeatedly. They also had to adjust as they went, refining roles based on real-world feedback. For instance, if a steward wasn’t sure who to report to, the Office stepped in to clarify. It took patience and iteration, but that willingness to adapt made the structure more resilient.
Why was establishing specific metrics so critical for tracking data stewardship engagement?
Metrics were the backbone of accountability. Without them, it’s just guesswork whether stewards are engaged or if the program is working. They used numbers to measure things like how many stewards were active, ensuring every business unit was covered. Metrics also gave the Office a way to report tangible progress to the Council, showing the value of their efforts. More importantly, these benchmarks helped identify gaps—like if a department was underrepresented—and prompted action to close them. It turned a vague goal of ‘engagement’ into something concrete and actionable.
How did tracking attendance at meetings and trainings play into measuring steward engagement?
Attendance was a simple but powerful indicator of commitment. The company prioritized monthly trainings to build stewards’ skills, so showing up mattered. By tracking who attended and who didn’t, the Office could spot patterns—if someone missed multiple sessions, they’d reach out to understand why and re-engage them. It wasn’t about policing; it was about support. If a steward was swamped, they’d figure out how to help. This approach kept everyone in the loop and ensured no one fell through the cracks.
Can you share how feedback from stewards after meetings influenced the support provided by the governance team?
Feedback was a goldmine for improvement. After every meeting, they’d send out surveys to gauge how stewards felt—were they comfortable? Did they feel supported? What needed work? The responses helped the Office tailor their approach. For example, if stewards said they struggled with a specific concept, they’d add more training on that topic. Or if someone felt overwhelmed, they’d offer one-on-one help. This feedback loop created a culture of responsiveness, showing stewards their voices mattered and directly improving the program’s effectiveness.
How did tools like the SharePoint portal assist stewards in managing their governance responsibilities?
The SharePoint portal was a lifesaver for busy stewards. It acted as a central hub with training materials, templates, and documentation—all kept up to date. Stewards often juggled governance tasks with their primary roles, so they might not touch a data assignment for weeks. The portal let them pick up right where they left off, whether it was revisiting a training from months ago or grabbing a needed resource. It removed the excuse of not knowing where to find help and made governance work fit into their schedules, no matter how packed.
Why was empathy such a key factor in supporting stewards with competing priorities?
Empathy was everything because stewards weren’t just governance champions—they had full-time jobs with pressing demands. When they said, ‘I don’t have time,’ it wasn’t resistance; it was reality. The governance team had to put themselves in the stewards’ shoes, recognizing that department needs might clash with governance goals. By showing understanding—whether through flexible support or just listening—they built trust. This made stewards more willing to engage, knowing the team wasn’t just pushing tasks but genuinely wanted to help them succeed.
What is your forecast for the future of data stewardship in organizations undergoing digital transformations?
I think data stewardship will become even more central as organizations push through digital transformations. With data being the lifeblood of these changes, having dedicated stewards who can advocate for quality and governance will be non-negotiable. We’ll likely see more investment in tools and training to make their roles easier, alongside a growing emphasis on culture—building excitement around data like we saw in this case. The challenge will be scaling these programs without losing the personal touch. I believe companies that balance metrics with empathy, as this utility did, will lead the way in creating sustainable, impactful stewardship models.