Governance Model
Core idea
The business capability is the consumer. Not teams, not systems. A data product either works for a capability or it doesn't.
Key principles
| Principle | Implication |
|---|---|
| Capability is the consumer | Not teams, not systems |
| The carrier is irrelevant | Dashboard, email, conversation — doesn't matter |
| Feedback on deviation | Silence = it works |
| Measurement at two levels | Mechanical (objective) + Perceived (subjective) |
| Friction in common currency | Systems and data compared in % or FTE |
Two types of quality
| Type | Source | Measures | Example |
|---|---|---|---|
| Mechanical | Automated report | Product quality | Completeness 94%, Freshness 2h |
| Perceived | Capability feedback | Quality sufficiency | "Doesn't work for us" |
The gap is the insight
| Mechanical | Perceived | Conclusion | Action |
|---|---|---|---|
| OK | Works | All good | None |
| OK | Doesn't work | SLA doesn't match need | Revise SLA |
| Poor | Doesn't work | Quality problem | Fix product |
| Poor | Works | Over-precise measurement? | Adjust thresholds |
Governance forums
| Forum | Purpose | Frequency | Phase |
|---|---|---|---|
| Product Owner Forum | Operational: solve problems, share learnings | Bi-weekly | Phase 1a |
| Data & Capability Forum | Tactical: prioritize, manage waste | Monthly | Phase 2 |
| Data Steering | Strategic: portfolio, investment | Quarterly | Phase 4 |