Data Governance to Improve Reporting

The Challenge

One of the world’s leading telecommunications companies already had a self-service approach to their analytics practice. However, since every employee had access to create segments at will, embracing a data-driven culture proved to be demanding. Over 8,000 segments had been created with a lot of overlap. Hundreds of segments were named the same, but had varying definitions. Our client wanted to reduce redundancy and make better use of their analysts’ time and gain a better understanding of their customers.

The Solution

We put together a committee consisting of our lead analytics engineer and power users from the company’s different departments and did a thorough audit of all the segments. This revealed a number of problems, such as:


  • Many segments had the same name, but different definitions.
  • Analysts were wasting time making new segments when they could have picked from an approved list.
  • When needing to go through a data governance cleanup step, old segments could interfere because they existed in running reports.


Our team built a list of globally approved segments aligned with the internal analytics team. We worked through the segments to find which ones were actually answering business questions. The ones that did were kept in place and renamed adequately, and those that did not were removed.

Together, our team and the client’s team kept all departments working with data updated with the progress at each stage of the segment reorganization. We also held special training sessions to familiarize them with searching for approved segments instead of creating new ones. Across the entire company, teams got trained and aligned on the updated segments list, with more people asking further questions, making better use of their time, and getting better as analysts.

The Results



Thousands of unnecessary segments were eliminated, which drastically boosted reporting accuracy and consistency across the organization.



Reduced the amount of time analysts were spending creating segments, which sped up the reporting process as a whole.



Gave rise to a collaborative spirit within the teams and sparked new ideas on how to better target marketing campaigns.



Employees trusted the segments and data more, which empowered them to create compelling insights and drive the business forward.