The Leader Magazine

SEP 2018

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50 September 2018 the leader Top 10 data-governance tips Start small. Focus on business relevance, such as DG for business intelligence or master DM projects, and work across your CRE team to standardize the data. Educate yourself about DG fundamentals. Get quick wins. Creating a data dictionary is a highly visible first step that also will reveal what you need to do. Get your DG processes in place before creating a data warehouse. Without governance, the warehouse itself is not useful. Talk about DG in terms relevant to the C-suite and general business professionals to help you get buy-in and resources. External consultants may be easier to obtain than a new in-house team member and can help get your DG program off the ground. If you are a data pioneer in your organization, your internal network may be your best bet for creating your DG function. Collaborate with your real estate service providers to align your data business rules with theirs, and to access expertise. Look for automated tools that will free your team to focus on high-value activities. Don't get complacent. Data quality can always be improved. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. HoChun Ho Charles Tillett Tom Tinker Lisa Harrison, manager of data governance for JLL, contributed to this report. Because of this, I have proactively researched and improved my understanding of the technical capabilities required to deliver this function and built it into my day job. I have also sought out visionaries across the organization who see the higher value of our information, so we could align our approaches to maturing our DG capability. If you're starting from the ground up, use your internal networks to find people who can help. I've found communities of data-focused teams in R&D, finance, human resources, security, risk management and elsewhere. Tinker: I am a hybrid business, data and IT person – my background is as a CPA, but I learned technical skills when tasked with converting acquired facility data into our systems. I learned how to build interfaces and how to automate data queries to check quality and identify defects. I did a lot of on-the-job learning because I thought this work was important. Ho: Charlie, what have been your primary obstacles, past or present, in starting your d G program at G s K? Tillett: We still have a lot to do to evangelize the message that data is a valuable asset for all to use in better decision making, and that it needs to be managed as such. Education and resources remain an ongoing challenge. You can never sit still. We are constantly seeking the right skill sets and collaborators from across the business to evolve our capability and release value from the information we have. Most important and, given the limited resources, it is essential that we maintain the relevance between the function and the most important business issues we are solving. Ho: Tom, with a mature d G program at b ank of a merica, how do you keep improving? Tinker: We constantly monitor the accuracy of our data through automated solutions that minimize staff effort. And we never stop asking key questions. Are we testing the most critical data as rigorously as possible? Are our data-quality thresholds set correctly? We also drive ourselves in pursuit of the goal of never having a senior executive question the accuracy of a report without our being able to immediately confirm the data is accurate. Ho: Can you offer some parting words about d G and the bigger picture? Tinker: We have no choice but to be experts on the data we manage. Large CRE organizations use many different systems that collect data, share pieces of this data with other systems, and ultimately provide reports and analyses for making workplace and portfolio decisions. Timely decision making demands that people trust the quality of their data. Tillett: CRE is increasingly about creating an engaging and productive employee experience and winning the talent war in the future of work. And, CRE data is the physical hub that connects the digital and social activities that employees experience. Without DG, you won't have trustworthy information to shape that experience.

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