why governance fails

Let’s be honest: Governance has a reputation problem.

To most teams, it sounds like overhead. A layer of control. A checklist of things to do because someone said "compliance." And when governance is framed like that? Of course it fails.

But governance doesn't fail because it's unnecessary. It fails because it's misunderstood.

Why Governance Fails

It's introduced as a framework, not a function.
Too many programs lead with policies, charters, and maturity models instead of anchoring to real business needs.

It gets assigned, not aligned.
One team is told to "own governance," while everyone else assumes it's someone else's job.

It focuses on perfection instead of progress.
Big bang roadmaps that look good in decks but don't survive first contact with day-to-day business realities.

It ignores the invisible work already happening.
Teams are already making governance decisions. We just don't call it that.

What to Do Instead

1. Start with the problem, not the policy.
What pain are people feeling today? Where is data slowing down decisions? Where is trust breaking down? That’s where governance belongs.

2. Treat governance like product design.
Talk to users. Test what works. Iterate. Governance should evolve with the organization, not sit on top of it.

3. Create the minimum viable structure.
Define who approves what. Who needs to be in the room. How priorities are set. Then build from there.

4. Make it invisible.
The best governance is embedded in how work happens, not labeled as "governance."

5. Align before you assign.
Before designating roles, make sure the people in them believe in the “why”. Otherwise, it’s governance theater.

Final Thought

Governance done right isn’t a burden. It’s a competitive advantage. It’s the difference between data that creates impact and data that collects dust.

Start small. Build trust. Show outcomes.

That’s progress. Actually.