Development of a Sustainable Data Strategy and Data Governance

A Shared Vision

for handling data across all companies.

Better Collaboration

Breaking down silos and strengthening cross-departmental collaboration.

Future-Proofing

The foundation for the targeted and responsible use of data and AI within the Group.

Structured Framework

Clearly defined roles, processes, and responsibilities.

The foundation for a coordinated, strategic use of data across the entire group

Fragmented data structures, unclear responsibilities, and a lack of a shared vision—these are typical challenges faced by many corporate groups. The Stadtwerke Norderstedt Group has taken on this challenge and partnered with the BTC Group, a strong ally, to jointly develop a data strategy and clear data governance framework as the foundation for transparency, collaboration, and future-readiness.

The Challenge

The Stadtwerke Norderstedt Group faced the major challenge of establishing a standardized approach to data management. Instead of coordinated strategies, the various departments and group companies had previously relied on isolated, individual solutions, which not only led to data silos and hindered the creation of synergies but also made it difficult to achieve company-wide transparency regarding available data and its potential.
Furthermore, because there was no central data governance in place, roles, processes, and responsibilities in data management remained unclear. As a result, it was difficult to assign responsibility, and coordinated, cross-departmental collaboration on data-related matters could not take hold.
This inconsistent approach made it clear that the project needed to develop not only a clear data strategy but also a coordinated, binding model for cross-functional collaboration on data-related issues.

The Approach

To address these challenges, we worked with the Stadtwerke Norderstedt Group to develop a comprehensive data strategy that provides both strategic guidelines and operational frameworks for data usage across the entire group. In addition, by establishing company-wide data governance, we developed a binding set of rules and a collaboration model, and laid the essential foundations for the sustainable implementation and execution of the strategy and governance framework.
To achieve this, we first systematically analyzed existing strategies, concepts, and structures and conducted several workshops with senior management, key IT leaders, and representatives from the business units, incorporating our experience from comparable projects and corporate situations to provide guidance and facilitate a shared understanding. The goal was to develop results step by step, building on one another, that would be widely supported throughout the organization and that would both align with established best practices and integrate seamlessly into the corporate group’s development process.

Results

Throughout the project, we developed concrete and sustainable results through various customized formats and workshops, which both provide strategic guidance and enable operational implementation across the group.

Data Strategy

In a series of workshops with C-level executives, we worked with the municipal utility company to develop a company-wide data strategy. This strategy includes short-term action items based on the existing corporate and IT strategies, as well as a long-term vision for the use of data. In addition, with a five-year planning horizon, we defined specific goals for central departments and subsidiaries and clearly identified the strategy’s relevant target groups.

Data Governance

The data governance framework we have developed will serve as a binding set of rules and a model for collaboration in all aspects of data handling within the Stadtwerke Norderstedt Group. It is based on guidelines rooted in shared values and principles—including aspects such as data ethics—and aligned with the overarching strategy. In addition, we have clearly defined roles and responsibilities for data ownership, processing, and use, and described fundamental data processes, including data and metadata management, data quality management, data security, and data protection. For the specific organizational implementation, we have involved additional subject-matter teams alongside the central project team to ensure integration with existing structures. Governance was ultimately formalized as a Group directive and supported by KPIs for measuring success.

Data Architecture Examples

Based on our numerous reference projects, we have identified best practices for data management, data quality, and data access, and have developed a set of criteria for selecting a tech stack. This provides the Stadtwerke Norderstedt Group with the tools it needs to adapt its technical platform to meet growing requirements.

Use Case Pilots

Based on a repeatable selection process with clear criteria—such as cost-benefit ratio, risks, and stakeholder involvement—we have defined and prioritized a use case portfolio to implement data governance in a practical, iterative manner. This gives all individuals and departments involved the opportunity to experience the new workflows in a business-relevant environment and to subsequently incorporate any necessary adjustments and improvements.

Communication

For internal communication, we have created additional slide decks and informational materials designed to specifically address stakeholders and employees. These provide a good overview of the most important aspects of the data strategy and data governance and are specifically aimed at highlighting the associated benefits.

Training Concept

We designed a training concept consisting of sequential learning modules—including clearly defined target audiences, learning objectives, and core content—and coordinated it with the relevant departments of the Stadtwerke Norderstedt Group.

Implementation Roadmap

To further roll out the guidelines, processes, and formats we have developed, we have outlined specific actions and responsibilities in a roadmap. This roadmap will guide the Stadtwerke Norderstedt Group in the targeted implementation of these measures after the project concludes.

With the data strategy and data governance model it has developed, the corporate group now has a clear vision, binding guidelines, and a common language for handling data. This creates greater transparency and accountability and lays the foundation for the targeted, strategic use of data and AI throughout the entire group.

The jointly developed data strategy and data governance were exactly what we needed—tailored to our specific situation while clearly aligned with best practices. We particularly appreciated the collaboration as equals and the transparent division of responsibilities within the project team. The combination of online meetings and in-person workshops was very efficient, and we gained many additional insights that went far beyond the original project scope.

Daniel Seelinger

Teamlead IT-Data Services