Published: 10 May 2023
数据和分析（D&A）领导者往往难以制定具有吸引力的治理业务论证。成功的D&A领导者会将数据和分析治理与特定业务成果直接挂钩，以争取利益相关者的支持。
数字业务的加速发展和更高的风险偏好，持续推动企业机构不断扩展D&A项目组合，但数据和分析治理方法往往不完善，甚至完全不存在。因此，D&A职能部门面临着巨大的压力，因为他们为实现企业目标而进行的努力眼看就要失败。
D&A领导者发现，改进数据和分析治理的业务论证往往难以令人信服，因为其业务论证通常是技术性的，十分复杂，并且以数据和分析为中心，使业务利益相关者感到难以理解，无法将论证内容与业务关联起来，从而不感兴趣。
希望通过制定有力的治理业务论证来改进D&A项目与实践的D&A领导者，应：
采取五个步骤，重点关注问题、影响、提案、方法和财务状况，提高业务论证的成功率。
将治理提案与D&A战略和运营模式挂钩，使业务利益相关者能够理解治理提案的价值和目的。
通过故事描述数据与成果的关联，争取关键利益相关者对业务论证的支持。重点在于调动他们的兴趣和思考，从而激发行动。
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