Beyond technology: The human-centered approach to data governance

Data governance isn’t just about data, says Anne Wever, Business Consultant at our management and consultancy partner Mobilee. “There are four important elements in digital transformation– people, processes, data and technology”, she explains. “If one of them falls behind, the entire transformation is at risk. That’s why we emphasize building and maintaining clear structures, fostering strong connections, and cultivating a culture of continuous learning.” In this article, we explore why an integrated approach is crucial for effective data governance and how these three pillars drive long-term success. 

An integrated approach to data

Investing in new tools or data platforms is not enough to drive transformation. Without governance and a practical way of working, technology is just an empty shell. Even though digital transformation is always tailored to the specific needs of an organization, there are three key principles Anne recommends focusing on for integrating governance:

1. Structure – Establish clear roles and responsibilities within your organization.
2. Connection – Ensure that governance is aligned across teams and departments.
3. Continuous Learning – Treat governance as an evolving process rather than an end station and something that only exists on paper.

"I often hear companies say: ‘We have implemented a new data platform, so now we are data driven.’ But what happens next? Who is responsible for the maintenance? Who ensures that the right data is used? How do teams integrate the data platform into their daily operations? " 

A successful transformation requires an integrated approach, where technology is aligned with people, processes, and data. Anne explains: "To allow for quick wins, organizations tend to break down complex problems into separate parts. The real challenge, however, is making sure all those parts connect. Integrating data governance into day-to-day operations is what holds everything together." 

Rather than treating data governance as an isolated IT project, organizations should embed it into their company culture. Employees should be able to understand how to use data as well as why it matters and how it fits into broader business goals. "That is why you first need to create awareness,” Anne emphasizes. “Why are we doing this? How does it contribute to our strategy? Governance is not just about rules and compliance; it’s about making data work for the organization by integrating it in the core of the organizations way of working."

Integrating governance

Governance can seem overwhelming, and many organizations don’t know where to start. Anne’s advice? Start small! "Data governance is all about bringing order to the chaos — for example, by having data experts in each department. A good first step could be to find out who the current data experts are in each department and see how we can connect them to kick-start our data governance efforts."

“Rather than reinventing the wheel, we help organizations build on what’s already there”, she explains. “By emphasizing structure, connection and continuous learning, we provide organizations with concrete, actionable steps to take governance into their own hands. This approach ensures that governance is not an overwhelming, theoretical concept but a practical tool that organizations can start using right away.”

People as drivers

In the end, digital transformation is about adoption. It’s not just about implementing a system, it’s about making sure it creates real value. Employees are an important factor in adopting new ways of working. “That is why change management matters,” explains Anne. “Without the people embracing the tools, the impact of technology remains close to zero.” 

Teams should not only understand governance structures but also feel ownership. That is why the consultants at Mobilee follow a ‘show, do together, do alone’ approach. “First, we guide teams through the process”, Anne says. “Then, we work alongside them to integrate governance into their workflows. And eventually, they will take full ownership. This empowers organizations to take control and responsibility in their digital processes. If you don’t do this, governance remains just another policy document that people are unlikely to follow.”

Ultimately, the success of data governance isn’t measured by frameworks or technology alone—it’s measured by how well it becomes part of an organization’s DNA . By focusing on structure, connection, and continuous learning, companies can move beyond theory and into action, ensuring data governance is not a one-time project but a lasting transformation.

As Anne puts it, “When employees take ownership and see the value in governance, that’s when true digital transformation happens.” Organizations that embrace this mindset will not only manage their data more effectively but will unlock its full potential to drive innovation, efficiency, and long-term success.