How we did it
Embedding a CDO function necessitates understanding of both the technical landscape and, more importantly the business context. Network Rail is an incredibly complex organization and we recognized the importance of navigating the first few months carefully.
We worked hard to understand the immediate priorities of the CDO. There were so many potential opportunities it was essential to focus on the immediate objectives.
Establishing a ‘data governance’ baseline against a ‘best of breed’ information governance framework, loosely based on MIKE2.0 though with input from other models (esp DAMA).
We developed a community of advocates, knitting together the embryonic team that was already in place. This allowed these advocates to exploit the considerable technical expertise of the existing team and their knowledge of Network Rail.
We started by developing the governance structures required for the future with a focus on how these structures could integrate with the underlying drivers of the business. It was essential to ensure the business started to take ownership for the quality and development of its data. Accountabilities were given to key leaders, but these were supported by a team of technical experts who could help with the detail.