Introducing the Data Quality Change Agent

If you’re looking to mature your in-house data quality capability then at some point you will most likely need to recruit fresh resources. This is no mean feat, I speak from battle-hardened experience.

Despite the massive data quality problems that pervade the corporate and public sector there is still a serious shortage of capable data quality professionals on the open market. On several occasions, having hired seemingly exemplary candidates, I’ve later realised that sadly it just isn’t going to work out. The candidates just lacked that certain "spark” or "drive” to take the organisation forward on its data quality mission.

Over time I realised that the problem lies not with the traditional data quality skillset of the candidate but with the desire and capability of the recruit to invoke change.

In short, we often look for technicians but what we really need are change agents.

What does a data quality change agent look like?

Here we meet the first problem – data quality change agents are a rare and secretive breed, often laying dormant amongst us for many years.

Data quality change agents typically disguise themselves under a different role, often with no obvious connection to data quality.

Business analysts, software developers, database administrators, supply chain managers, call centre supervisors – there are no practical restrictions on who can evolve into a data quality change agent.

Age and rank are often irrelevant also. (I actually became a fledgling data quality change agent as a completely green 21 year old software developer fresh out of University, I told you data quality skills are not always vital!)

No, you won’t find a data quality change agent on any corporate employee register but chances are your organisation has several of them right now, ready to step forward, if you create the right environment for them to shine.

Data quality change agents are not defined by their title but by their attitude.

There is little difference in people, but that little difference makes a big difference. That little difference isattitude. The big difference is whether it ispositive or negative.

- W.Clement Stone

On being positive

The first thing you notice about change agents is that they are positive as individuals. They seldom look to the past, to point blame and to lament their (and others) failings.

In our silo-driven corporate culture it is far too easy to lay the blame for data quality on the "other department” or "the folks in IT” who supply the data and software we use in our daily roles.

Change agents do not question who is at fault. However they do question, and that is another of their most important characteristics.

Status Quo - There to be questioned

Take the typical information chains that flow through your organisation. I would hazard a guess that many of them have been cobbled together with scant regard to data quality management and business performance.

These information chains are so often the breeding ground for change agents. Frustrated with hearing "this is just how we do business here” they seek to question, probe, challenge and test the way things are done.

Change agents are a stubborn breed and they need to be because it can often take many months before they get a chance to demonstrate their next skill.

The art of persuasion

We thus have a kind of see-saw: first, pure persuasion leading to theconversion of a minority; then force exerted to secure that the rest of thecommunity shall be exposed to the right propaganda; and finally agenuine belief on the part of the great majority, which makes the use of force again unnecessary

– Bertrand Russell

Okay, perhaps exposing your organisation to data quality propaganda is somewhat extreme (or is it?) but Bertrand Russell sums up nicely how the change agent operates. They focus on converting a small community of individuals in the organisation who also have passion, persuasion and a positive attitude to changing the status quo.

Here we have the early beginnings of a data quality culture forming.

Next this smaller community begins to promote their findings to the wider organisation, providing irrefutable evidence of the need for change. Ultimately this leads to the entire organisation evolving their data quality culture into one of "this is how we do business here".

Along this journey of persuasion there is another trait that the change agent displays, it's subtle but very profound. They typically look to innovate, not simply improve.

Innovation vs Improvement

Far too many organisations focus on simply "patching up" the information chain and performing minor step changes. This is not the goal of the change agent.

Change agents are often far more visionary and entrepreneurial in their attitude to change. They seek to positively disrupt and add far more value when compared to conventional improvements.

They are often unconcerned with the impact of failure on themselves personally and once afforded the opportunity to innovate they are seldom comfortable with "toeing the line" or meandering through their working life.

In cultures that thrive on preserving the status quo this frequently creates conflict which leads us to our final character trait.

Focus on achieving (continually)

Data quality change agents don't just want to make up the numbers. They want to achieve their goals.Note how I use the plural here.

Delivering one project seldom satisfies the inner passion of the data quality change agent. They want more and that can often lead to problems as organisations can sometimes fail to evolve at the pace dictated by the change agents' drive and passion.

Why Your Company Needs a Data Quality Change Agent

The short answer is simply that "they get things done".

The longer answer is that organisational cultures, both in the corporate and public sectors, are often designed to prevent change.

I can think of very few companies who have openly embraced the kind of upheavals that data quality maturity demands.

Change agents are pivotal for helping an organisation steer a course from data quality apathy to maturity.

You can hire all the skilled data quality consultants, technicians, data gurus in the world and throw the most advanced software at them but I truly believe real data quality change requires individuals with the kind of qualities presented in this post.

My advice for leaders in 2010 is to help create the environment within your organisation where change agents can emerge, develop and advance. If you are a leader or decision-maker reading this article I urge you to seek out these people at all costs because they hold the key to your long term vision of data quality success.

Tip: If you want to read about the life and times of a data quality change agent in action, drop by Jill Wanless' blog "Data Quality from the Ground Up", she is creating a valuable insight into this challenging role.