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BI Governance ensures that you get value from your technological investment. First and foremost, digital transformation is about people – and without inviting them on the journey, there is a great chance that your new and top-tuned data platform will not create value in the long run. With the right BI Governance, your solution will be properly anchored so that it creates value – even in the long run.

What is BI Governance and why is it important?

BI Governance refers to the strategies, processes and tools that enable your organization to maintain and maximize the value of your BI project – while providing the necessary data security.

BI Governance has to do with people and processes. If you do not give people access to the right technology, describe the workflows and control who does what, you will end up with messy and deficient work processes. We know that a new data platform is a huge investment. Let us make sure that it excites and is used as desired – and continue to do so every day.

Challenges of lack of BI Governance

If you do not have your BI Governance in place, you will most likely run into some of the following challenges in your daily life:

Lack of trust in reported data

Old, inconsistent, and complicated data sources

Person-dependent workflows

Disagreement on definitions behind the figures in a report

Few or no one possesses the competencies to use the technology – or vice versa, the employees are overqualified in relation to the technology that is made available to them

Reports and dashboards are scattered in mailboxes, on the network drive or intranet and are stochastically updated

Disagreement on which report is the latest version

The solution is a framework

In twoday kapacity, we have created a framework that addresses many of the challenges that have arisen or may arise in connection to the deployment of a new data platform in an organization. The framework is necessary for your data platform to be in line with your vision for the use of BI in the organization.

The example below is based on the deployment of new technology in an organization.


We continuously map the functionality available in the technology and categorize it to suit a generic set of roles, each with its own areas of responsibility.


We have specified many of the processes we see as fundamental to ensuring good governance. Said in another way; the workflows necessary to avoid chaos must be described and displayed so that users can follow them. And the technology must support the workflow as well as possible so that it is easier to follow the process than to “take a shortcut” and make a mess.


The generic roles we have defined must be adapted to fit your organization, so only the language and terms that are already used internally (if they exist) are used towards the users. This adaptation also helps to ensure that there is a recognizability that embraces both the operation, development and use of BI.

If you find it is confusing when we say that the technical elements are categorized according to roles in the organization – which must follow the processes that describe where and when to use the technical elements – then you are on the right track.

A successful data project, which is properly anchored in the organization, is based on the balance between these three elements. If you do not embrace all three, you will not have control of your work processes and will risk ending up with a chaotic workflow filled with good intentions and deliveries that do not make sense.

We can help from the beginning to the end

We know that implementing a new data platform is a huge investment in many areas. Therefore, it is important that your BI Governance is in place for the solution to create value – in the short, medium, and long term.

If you are heading into a new BI landscape and “want to do it right this time” it is worth spending time on BI Governance. If you can recognize the above and want or need a loving push, then reach out – we can help you from the beginning to the end with both the technical aspect as well as the organizational boost.

Do you want to get started? So do we

Do as a large number of the country’s most ambitious companies:
Fill out the form or get in touch with Søren – then we can have a chat about your challenges and dreams.

Søren Toft Joensen

Partner & CCO
26 30 90 01