Design how data work actually gets done — roles, decision rights, and workflows on one page.
Most companies can draw their reporting lines in seconds and still can't answer who's allowed to approve a new data source, or what happens when a metric definition is disputed. The operating model — not the org chart — is what actually determines whether data work gets done.
The canvas forces the same discipline a strategy offsite reaches for — but sized to fit on one page, and specific enough to actually operate from Monday morning.
Why this operating model exists and what data domains it covers.
Who's involved — Owner, Steward, Custodian, Council, and where each sits.
What each role can decide alone versus what needs consultation or approval.
The path a data request or issue takes from intake to resolution.
Where the data actually lives, and who's accountable for each system.
How often the council and owners meet, and what gets reviewed each time.
What happens when a decision is disputed or a request is blocked.
How you'll know the model is actually working, and who's on the hook for it.
How the model itself gets revised as the business and data landscape change.
Work through each block with your leadership team. There's no wrong length — a single clear sentence per block is often stronger than a paragraph.
Standing up or resetting how the data function actually operates day to day.
Wants data decisions to follow the same discipline as every other operating process.
Tired of not knowing who to ask, or how long an answer should take.
Reviewing whether the data function has a real operating model, not just a strategy deck.
Fill out all nine blocks together — the disagreements that surface are the point.
If a block takes more than a few sentences to explain, the decision right probably isn't clear yet.
A canvas that lives in a drawer doesn't change how work gets done — one on the wall does.
A fit call is 30 minutes, no obligation — we'll tell you plainly whether a facilitated operating model session is the right next step.
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