The challenge
Data ownership and responsibilities were undefined. Governance sat centrally in the data team without active business involvement, and decisions were made case-by-case.
Undefined ownership and responsibilities
At KSS Energia, data ownership and responsibilities were undefined. Data governance was centralized in the data team without active business involvement.
Case-by-case decisions, fragmented documentation
Decisions were made case-by-case in projects, and documentation was fragmented. There was no consistent way to manage data across the organization.
Technology-driven, not business-anchored
Data management was technology-driven and not anchored to business processes. This made it harder to utilize information in core processes.
What we built
A five-part data governance model that anchors governance to business processes rather than technology platforms - built collaboratively with three business areas.
Results
Named data owners across seven data domains, a three-level decision-making model and a roadmap for systematic execution of data-driven initiatives.
Clear ownership across seven data domains and a decision-making model across three levels - governance integrated into the strategy cycle.
Roles, data domains, decision-making, tasks and coordination under one model.
Interviews and three workshops ensured business buy-in across all business areas.
The model doesn't run as a separate process - it moves in the same strategy cycle as the business.
