Scenario Lab — 6–10
6 — The policy encyclopedia
Company writes 240 pages of step-by-step “policies.”
Best: keep policy brief/directive; move measurable rules to Standards and execution steps to Procedures.
Roles: DGC/policy owners, subject experts/stewards, operational teams.
Weaker: simply rename the giant manual “enterprise policy.”
Changed fact: one mandatory measurable field-format rule with no steps → Standard.
Source: p. 79; pp. 91–92.
7 — Ready or not?
Executives support DG, but units resist shared decisions and rarely collaborate.
Leading: Readiness Assessment — especially collaborative readiness and capacity to change.
Best: assess resistance/collaboration and design rollout/change measures before broad implementation.
Weaker: executive sponsorship alone proves readiness.
Changed fact: change/collaboration strong but priorities/risks unknown → Discovery & Business Alignment leads next.
Source: p. 82; pp. 82–83.
8 — The vague business case
Team says “we need governance because it is best practice.”
Leading: Discovery and Business Alignment.
Best: identify existing practices/issues, quantify risks/benefits and derive requirements tied to business goals.
Weaker: build committees before identifying what they must solve.
Changed fact: problems/benefits clear but adoption capacity uncertain → Readiness Assessment.
Source: pp. 82–83.
9 — Cloud contract surprise
Business signs cloud-data contract with weak retention/data-rights clauses before DG review.
Missed touchpoint: Procurement and Contracts.
Best: governed contract language/review before signature; include rights, retention, outsourcing/cloud handling, access and obligations.
Support: Procurement, Legal, Security/Privacy, Owners/Stewards.
Changed fact: contract terms fine but several divisions duplicate purchase of same external data → Budget/Funding touchpoint.
Source: p. 83.
10 — Strategy without structure
Charter has mission/drivers, but nobody knows who approves policy, owns domains or handles escalation.
Missing: Operating Framework and Accountabilities.
Best: define bodies, roles, decision rights, interactions and issue paths.
Weaker: add more mission statements to Charter.
Changed fact: structure clear but rollout timing/dependencies unknown → Implementation Roadmap.
Source: pp. 83–86.