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Her boss, the CFO, had put it bluntly that morning: “The board wants a ‘data governance framework.’ They mentioned something called ISO 38505. Figure out what it is and tell me if we need it.”
The final board presentation was not about a “project.” It was about embedding the standard into the annual planning cycle. The board approved a new policy: every major data asset would have a named Owner, a defined purpose, and a quarterly review of conformance. No more orphaned spreadsheets. No more “I thought IT was handling that.”
“We’re not building a system,” she began. “We’re agreeing on who makes decisions.”
She printed a large version of the Accountability Matrix and stuck it on the wall of the boardroom. Then she invited the heads of Sales, Operations, Finance, and Legal to a two-hour workshop.
Her boss, the CFO, had put it bluntly that morning: “The board wants a ‘data governance framework.’ They mentioned something called ISO 38505. Figure out what it is and tell me if we need it.”
The final board presentation was not about a “project.” It was about embedding the standard into the annual planning cycle. The board approved a new policy: every major data asset would have a named Owner, a defined purpose, and a quarterly review of conformance. No more orphaned spreadsheets. No more “I thought IT was handling that.”
“We’re not building a system,” she began. “We’re agreeing on who makes decisions.”
She printed a large version of the Accountability Matrix and stuck it on the wall of the boardroom. Then she invited the heads of Sales, Operations, Finance, and Legal to a two-hour workshop.
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