From suspicion to trust: the real journey to better Data Governance

May 20, 2025

A few days ago, during a roundtable on data governance, someone in the audience asked a question that stuck with me:“What can I do about the resistance I get from my colleagues when I try to apply governance and quality policies? I feel like everyone in the office hates me.”

That reflection was the main reason for this post. Because beyond the processes, the biggest challenge when implementing data governance may not lie in the data itself, but rather in how to support the people working with it.

The reality is that introducing data governance probably won’t make you the most popular person in the team or across departments. And that makes sense—after all, things have worked "in their own way” for years. Decisions have been made based on questionable data quality, reports have been generated with no traceability, and then someone comes along and says everything needs to change.

The problem is that, in most cases, working "in their own way” comes at a cost. It leads to poor decision-making, wasted time and money, and in the worst-case scenario, legal trouble—as we’re already seeing with new regulations like the AI Act. But often, the impact isn't clear until it’s too late.

So, how do we avoid the dreaded question: Where did that data come from? Why does every effort to organise information and improve its quality seem to turn us into the enemy?

I want to share what I’ve learned throughout this journey, and how, at Telefónica Tech, we’ve managed—or at least strive—to make data governance not a blocker, but a builder of smart shortcuts for everyone.

1. The problem isn’t the data—it’s the change

The resistance people feel usually isn’t about data or new ideas—it’s fear.Fear that someone will question their work.Fear of not knowing how to justify the way they’ve done things for years.Fear that change will expose flaws no one wants to face.

And that’s when rejection shows up. Not because of the data, but because of what it means to review it. To question it. To correct it.

But within that discomfort lies a huge opportunity. Because when someone feels heard, supported, and part of the solution—not the problem—change stops being a threat and starts becoming a natural evolution.

So the real question is: how do we shift from resistance to momentum?

The answer may lie in how we make people feel about the change. The Data Governance Office is here to help improve what already exists, not to judge it. It’s about building, not pointing fingers.

2. You have to sell the idea—not impose it

When you first started talking about data governance, you probably thought everyone would immediately see its value: more control and security, better data quality and information, and therefore better decisions. What’s not to like?

But often the reality is different. It’s not that people don’t want more insight into their data and processes. It’s that they feel you’re adding more weight to their already overloaded world—new processes, new validations, new reports... It sounds like more work, not like a solution.

And that’s where many of us go wrong: we try to impose change as a logical obligation, when real change needs to be an emotional choice, something people naturally want to take part in.

The key isn’t in setting rules. It’s about showing the benefits.

Not in demanding controls, but in telling stories: how a crisis was avoided by catching an error in time, how a client was saved from a bad decision thanks to clean data, how a process became faster because the data was reliable from the start thanks to that extra governance effort.

When you pitch data governance as a tool that reduces the burden rather than adds to it, the narrative changes. It goes from being enforced to being convenient.

And in that subtle shift in perception lies the difference between rejection and long-term change.

What if we started telling more success stories instead of overwhelming people with rulebooks?

3. When everything is urgent, nothing is important

In our experience at the Data Governance Office, we’ve learned a crucial lesson: knowing that data governance is necessary isn’t enough. What truly makes a difference is how you introduce it to the organisation—which is why methodology matters so much.

At first, it’s normal for governance initiatives to be seen as roadblocks. Again, it’s not about the data itself, but the effort and change they seem to bring along.

That’s why it’s essential to follow a practical, proven methodology—one that respects people’s pace, anticipates resistance, and slowly shifts initial perceptions.

We don’t impose rules → We build trust.We don’t force processes → We show real benefits.

It all comes down to three basic principles:

Understand that change is emotional before it is technical.
Work as a team from the Governance Office, giving visibility to the achievements made in collaboration with different areas.
Prove—through visible results—how data governance makes daily work easier, not harder.

Each phase of implementation is designed to create quick, tangible wins that people can feel and see. This makes it easier for teams to get involved and stay motivated throughout the change process.

Because when data governance is seen as an ally, that’s when its true value begins to take root in an organisation’s culture.

And that’s where the methodology we apply shows its real strength: it doesn’t just transform data—it transforms the way people work, decide, and trust.