Top 5 Change Management tips for rolling out Data Governance

When you’re bringing data governance into your organisation, it’s so much more than a technical project. Sure, you need the right policies and tools, but what really matters is whether people actually get on board and stick with the new way of working.

If you look at the research from Prosci (a global leader in Change Management), it's clear: when you manage change well and really help people through it, your chances of success go way up. And it's not just the research, I’ve helped organisations achieve better success with their data governance programs by applying a 'people first' approach.

So, taking inspiration from Prosci's ADKAR® Model, here are the top five things you should keep in mind when rolling out data governance in your team or company.

1. Start with why - not just what

One of the biggest mistakes people make is jumping straight into rules and frameworks without first explaining why any of this needs to happen.  

Awareness is about understanding why something is changing and what could happen if it doesn’t. Let’s be honest, a lot of people see data governance as pointless red tape or just "someone else's job".

So, when you’re raising awareness, focus on things like:

• The actual business risks of bad data - think regulatory problems, doing work twice, or making the wrong decisions based on incorrect information
• Opportunities you miss out on if your data isn't reliable
• How data governance ties directly to good stuff like growth, efficiency, and trust

Most of the time, change fails not because the solution is bad, but because people just don't use it. So, before you roll out training or set up new tools, make sure everyone gets why it matters.

Data governance takeaway: If the "why" isn't clear, nobody's going to get involved, no matter how great your framework is.

2. Get leaders involved - for real

The single biggest thing that makes change work is active, visible executive sponsorship.

In reality, leaders often just give approval and move on. But real sponsorship means they need to walk the walk - show their support through what they do, say, and decide every day.

Good leadership in data governance means leaders:

• Openly talk about why using governed data is important
• Set an example - using governed data sources themselves
• Help sort out any arguments over who owns the data
• Make sure governance isn't pushed aside by other priorities

If leaders aren't clearly behind it, it's hard for data governance to pick up steam. We've written a cheat sheet on reframing data governance for leaders here.

Data governance takeaway: If leaders don't visibly care about data governance, the organisation won't either.

3. Make it mean something to people

Even if everyone knows what's going on, they might still resist.

Prosci's ADKAR Model says Desire is all about whether someone actually wants to join in. People might push back because:

• They feel like they're losing control over "their" data
• They're worried about getting more work or being held accountable
• They don't see what's in it for them personally

The best way to get people on board is to answer "What's in it for me?" Show them:

• How governance cuts down on rework and confusion 
• How clear data ownership can actually make their job easier 
• Why this matters to their specific role - whether they're in business, analytics, or tech 

Data governance takeaway: Make it personal, and you'll see way more buy-in. 

4. Teach and support - don’t just hand over a manual 

Once people know why and want to be involved, you've got to help them build the right Knowledge and Ability - knowing what to do and being able to actually do it. 

It’s easy to overwhelm people with theory or long policy docs. Training given too early or without context doesn't stick. 

The best way to build real ability is: 

• Give role-specific advice (like what a Data Owner does vs what a Data Steward does) 
• Use real examples with actual data assets 
• Let people practice in real situations, not just theory 
• Provide ongoing coaching, not just one-off training sessions 

Knowledge is understanding, but ability is actually doing it - and people need time and support to get there. 

Data governance takeaway: Give people the practical help they need and keep supporting them as they build new skills.

5. Keep reinforcing - don’t let old habits sneak back 

A lot of data governance projects fail months after launch - old habits just creep back in. 

Reinforcement is key if you want changes to last. Organisations that plan for ongoing reinforcement are way more likely to hit their goals. 

In my experience, some of the best ways to reinforce data governance are to: 

• Track how much people are actually using governed data assets 
• Celebrate when people show good data behaviours 
• Make governance part of performance reviews and expectations 
• Move ownership from project teams to the business itself 

It's up to organisations to make sure these changes stick and that ownership moves to where it really belongs. Without reinforcement, data governance can easily become just another failed project. 

Data governance takeaway: Keep reinforcing the new habits so they become business as usual. 

Final thoughts 

At the end of the day, data governance is really about changing behaviours - it just looks like a data project on the surface. 

Organisations have the most success when they stop obsessing over processes and technology and start focusing on people and how they work together. 

Prosci sums it up best: when individuals embrace the change, the whole organisation succeeds.  

At Altis, we know that focusing on awareness, sponsorship, desire, skills and reinforcement are the things that turn data governance into something that lasts, not just a tick-the-box exercise. To learn more, fill out our contact form to schedule a discovery call and explore how we can support your Data Governance initiative.