Grip and Value: Balancing Defensive and Offensive Data Management

In the first part of this Insight series, we posed a fundamental question: why are data governance and data management essential? We concluded that they form the foundation of data-driven work and value creation. They’re not just theoretical frameworks but powerful organizational tools. 

In this second part, we go one step further. We explore how organizations can not only maintain control over their data but also realize its value. That requires balancing two perspectives: the defensive and the offensive approach to data. 

Organizations often approach data management either primarily from a defensive perspective – focusing on risks and compliance (GDPR, Archiving Act, Data Governance Act, AI Act, audit obligations) – or from an offensive perspective, aimed at improving services, enabling smarter policymaking, or deploying AI. 

But to create lasting impact, both perspectives are essential. Only by balancing them can a flexible and future-proof data organization emerge. 

An overly defensive approach leads to sluggishness, a lack of agility, and reactive data teams. Conversely, a purely offensive strategy without governance results in data sprawl, duplication, unreliable information, and compliance risks. 

The core question is: how can organizations strike this balance? How do we ensure that data governance and data management not only comply with laws and regulations, but also contribute to societal challenges, innovation, and strategic goals?

Effective organizations adopt a dual data strategy, explicitly incorporating both defensive and offensive objectives.

Every data-driven organization starts with a solid foundation. Defensive data management focuses on managing risks, complying with laws and regulations, and creating reliable conditions for responsible decision-making. This includes ensuring data quality, consistent definitions, and traceability.

Organizations make ownership explicit, allocate responsibilities clearly, and configure systems to comply with external frameworks such as GDPR, the Open Government Act (Woo), the Archiving Act, and the Dutch BIO standard. Data is secured, access is controlled, and audit questions can be answered efficiently.

These hygiene factors are not goals in themselves – they enable confident growth. This principle can be summarized as: first control, then growth.

Once the foundation is solid, organizations can turn to value creation. Offensive data management connects data to policy goals, organizational priorities, and societal challenges. 

This includes embedding data-driven working, enabling evidence-based decisions, and optimizing internal processes. It also means developing reusable data products, self-service analytics, and dashboards that deliver real value. In addition, organizations can responsibly apply AI and RPA technologies to gain new insights and foster innovation. 

By balancing defensive and offensive elements, we enable scalable and sustainable solutions: less ad-hoc Excel work, more reusable datasets, and faster, better-informed decisions. 

The power lies in combining defensive and offensive data management. Organizations that integrate risk control with value creation achieve tangible benefits: faster access to reliable data, fewer interpretation issues, and accelerated decision-making.

At the same time, they reduce risks, meet oversight requirements, and build trust among staff, leadership, and external stakeholders. Innovation flourishes, collaboration becomes easier, and management costs drop thanks to reuse and standardization.

We combine substantive expertise with a change-oriented approach. We start with daily practice, assess data maturity, and jointly determine where the greatest impact can be achieved. 

We then implement a working structure: define ownership through clear roles, establish a data governance desk, and roll out a company-wide data quality framework. With data catalogs, metadata registration, and data stewards, we make data findable and usable. 

At the same time, we invest in people: embedding data-driven behavior and strengthening skills so everyone – from policy maker to administrator – can work effectively with data. 

This creates lasting balance: strong in content, realistic in execution. 

In the third and final part of this trilogy, we explore the question: where should an organization start? Which areas need attention now, and which can follow later? We introduce a risk-based prioritization model for data governance and management – with practical tools for anyone who wants and needs to make data work.