The latest Experian Data Governance Masterclass highlighted a consistent theme. Governance is still about data, but success often depends heavily on people. Kylie Kirkby, a data trust and governance leader at Bendigo and Adelaide Bank, described governance leaders as change agents who influence behaviour across the organisation, often without direct authority.
“Implementation around data governance is all about the people.”
– Kylie Kirkby, Head of Data Trust & Governance, Bendigo and Adelaide Bank
Skill 1: Translate governance into business impact
When governance is framed as policy, it can feel abstract. When it is framed as impact, it becomes relevant. A recurring theme was to connect governance to the metrics the business already cares about: productivity, customer experience, sales outcomes, and delivery speed. Belinda Toniolo, a data governance leader from RACV gave a useful lens: talk about the machine on the factory floor, not the data behind it. The operators care about throughput and quality. The data is simply the way you measure, learn, and improve.
Skill 2: Influence without being the blocker
Tim Moon, founder at DGX Group, was blunt about a common trap. If governance is positioned as the team that says no, it can be worked around over time. One alternative is to shift from approval to risk clarity. Instead of saying you cannot do this, explain the risks of doing it and make sure the right decision makers own those risks.
“I will never tell you if you can do this. I will tell you the risks of doing it. Over to you.”
– Tim Moon, Founder, DGX Group
Skill 3: Know what to standardise, and what to flex
With faster delivery cycles, teams need clarity on what is non negotiable. Belinda described this as minimum viable governance: essentials you will not compromise on, while still allowing test and learn work to happen safely. Tim reinforced a foundational starting point: classify your information. If you cannot distinguish what is sensitive, what is shareable, and what needs controls, everything else may become more difficult.
“Classify your information. Most basic, fundamental. Classify your information.”
– Tim Moon, Founder, DGX Group
Skill 4: Build a network, not just a framework
Belinda emphasised stakeholder relationships. If you are starting a governance function, your diary may be empty at first. The advice was to be persistent, learn the business, and become the connector who knows where to go for answers. Tim added a practical warning about the dual hat reality: many stewards already have a day job. Governance teams need to make stewardship practical and lightweight, or it will not stick.
Skill 5: Aim for early wins that help build momentum
Andrew Andrews, regional advocate from the EDM Association, referenced the 80/20 rule and the flywheel effect. Focus on the small set of actions that may deliver a large share of the value. Then use those wins to build credibility and expand the program.
“Focus on triaging your work towards doing the minimum you can without being too disruptive and generate the biggest value.”
– Andrew Andrews, Regional Advocate A/NZ & Middle East, EDM Association
Governance teams often succeed when they combine fundamentals with strong human skills. They listen, translate, influence, and support decision-making and outcomes. They make governance feel like the way work gets done, not an extra layer on top.
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