Are there gaps and if so, how serious is it?
You need to be brutally honest with yourself. We find that the best data architects can process incredible amounts of complex, often disparate information. But most struggle with the longer-term thinking needed to build the political support to define and implement significant new data policies. It is also hard to admit that, even though you are turkey whatsapp number data tasked to do a job that you have passionately seen as necessary for a long time, you might not have the capabilities to do the work.
Note again that we want to draw a sharp distinction between innate capability and skill. Data Governance policies must be well-written, and the incumbent DG may be a poor writer. But this skills gap can be closed through training or use of a technical writer.
Further, we sometimes see expectations of DGs that are simply unfair: For example, asking a highly talented data architect with no management experience to “spin up” a Data Governance office from scratch sets them up to fail. Yet, many new DGs, far removed from leadership, and with an initial Data Governance “team” of less than one FTE, are asked to do just that while also under incredible pressure. Hopefully, the root cause is just a profound lack of understanding on the part of leadership, not the use of a DG as a political chess piece.