In building a Data Centre of Excellence (CoE), people are the driving force, with technology and processes providing the structure. It is the individuals who contribute innovation, critical thinking, agility, and creativity, ensuring success. Empowering these individuals is crucial to capturing the full potential of a Data CoE.

Facilitating a People Centric Data CoE

Clear roles and responsibilities

Empowerment begins with a clear understanding of roles and responsibilities. Key personnel, such as data stewards, play pivotal roles in ensuring compliance and maintaining governance frameworks. Roles must be clearly defined and effectively communicated to avoid ambiguity and enable teams to work collaboratively toward shared goals.  

Empowering teams

Internal teams should be well-equipped and enabled to carry out data-related tasks and independently manage governance processes. This empowerment takes multiple forms:  

• Delegated decision-making authority for routine governance matters
• Self-service access to data tools and platforms, and the ability to implement process improvements without excessive approvals.  

For example, data stewards should have the autonomy to update data quality rules within established guidelines, while analysts should be empowered to create and modify their own data pipelines following security protocols.  

By fostering such autonomy, teams can respond quickly to challenges, maintain quality standards, and reduce dependency on other teams or centralised oversight, ensuring the CoE remains agile and effective.

Prioritising training and development

Training and development can often be overlooked when workloads increase. However, a robust yet agile approach is essential for equipping teams to support scale, growth, and innovation.

Keep teams updated on:

• Data governance best practices.
• New tools and technologies, including leveraging technology for governance and compliance management.
• Current governance frameworks and compliance requirements, with a focus on automation.

Upskilling Priorities

• Build capabilities to sustain governance processes independently.
• Enable teams to operate without constant reliance on external experts.

Knowledge sharing from partners

Ensure external providers incorporate knowledge-sharing and mandatory shadow sessions during engagements. These shadow sessions should involve internal teams working alongside consultants, supported by detailed documentation of processes and decisions, regular knowledge transfer workshops and hands-on training sessions. Use external experts to coach internal team members to become subject matter experts themselves.

This not only boosts productivity but also empowers your teams for the long term, reducing the organisation's reliance on outside support.

Building a Data-Centric and Continuous Improvement Culture

A strong Data CoE requires an organisation-wide data-centric mindset. Data must drive decisions at every level, enabling measurable and scalable strategies. However, fostering this mindset requires more than just stating its importance or expecting it to happen organically. Train employees in your processes and ways of thinking, provide access to the right tools and data, and ensure robust governance along with training in ethics, privacy, and security. Once baked-in, this mindset will become second nature.  

Continuous Improvement involves using data to regularly reflect on and review implementation strategies and governance framework to identify areas for growth. It requires maintaining a respect for compliance and data practices to respond to evolving business requirements, regulations and incoming challenges. A focus on sustainability ensures long-term success, while non-disruptive implementation provides focus.  

Agility through robust Change Management

Change can often face resistance, but when supported by a data-centric culture of continuous improvement, transparency and empowered teams, a well-executed change management strategy can dampen concerns. Phased implementation is essential, ensuring that business-as-usual (BAU) remain intact, as these are the foundation for effective operation. Focus on non-disruptive transitions, with iterative processes, clear communication, and strong stakeholder engagement to ensure smooth and successful change.  

The Future of People in the Data CoE

With accessible data, the right knowledge, permission, and an innovative culture, teams can leverage tools and technologies such as AI and autonomous operations to drive efficiency and innovation. This fosters an environment where individuals naturally engage in self-checking and reflection, using data-driven insights to make informed decisions, identify areas for growth, and adjust in real-time. At the same time, robust compliance and governance processes ensure that teams maintain accountability and adhere to required standards. By automating routine tasks and continuously improving processes, teams become more agile and self-reliant, while balancing autonomy with the necessary governance frameworks to ensure sustained growth and success.

Next, we’ll dive into the role of Data Management and tools. If you're looking for a partner to help with your data and AI strategy, with knowledge-sharing and shadowing baked into the implementation and delivery process, contact us.

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