Although data governance is relatively new, it is quickly maturing. Part of this process involves a shift from data governance seeking to influence the rest of the enterprise, to the enterprise demanding services from data governance. For instance, a few years ago it was common to find a data governance council made up of an assortment of individuals from various parts of the enterprise who did little more than meet once a month and make pronouncements about data management, with little effort to communicate them effectively and little idea of how they might be operationalized. Today, data governance units are staffed with dedicated professionals who work in a range of specialized activities. With such dedicated personnel, the rest of the enterprise recognizes it has a resource to help it with its data-related needs and has begun to request services from data governance.

These service requests can cover a wide spectrum of needs. Some examples are: requests for information about data; questions about the legal appropriateness of processing data in a certain way; whether certain data elements can be released to customers; requests for a policy or rule in a particular area; and mediating a dispute about data between two organizational units. Many more examples could be added, and as data becomes ever more central to business models, the diversity of service requests can be expected to grow.

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