Oh why? Hi there, how you doing Russell Moore, dedicated to financial literacy. Hey, what's my motto? What's my quote? If you don't learn, you won't earn. All right, so keep learning. Good to see everybody. Good to see you again. Yeah, it's second installment, the second video of this year coming up. Stock market for beginners 2022, and I'm excited. I hope you enjoyed the first video. I covered the first five. If you want to know what I said, you got to go back and check out that video. Please hit the subscribe button, notification, give me a thumbs up. I would love to tell you and give you what me, Kevin or Grant Stevens might say. Algorithms, forget all of that. Just hit a brother up, okay? If you like the content and I'll keep pushing it out to you. 2022, I definitely want to do more on the title of the channel. The name of the channel is dedicated to financial literacy. If you didn't hear me the first time, and I'm going to jump right into part two. And remember, I remember saying I want to get the video down and not be on so long, okay? I know I can run my mouth, all right you guys? But I think you're going to enjoy it. I'm going to continue. I'll do this third five. I'm probably going to do it in the next day or so. I want to do the last two pretty quickly. I'm thinking about adding a fourth one that just talks about every day trading and just answering questions. A lot of people have questions out there. And if you have any questions that you want answered, I'll do my best. Like I said, I'm not an economist. I don't have a background as a hedge fund manager or anything like that. I've just been studying the markets for 10, 15 years trading here and there, investing. And I've done really well. I could do a lot better. And by no means perfect at this. And anybody that says they are acting like they know everything about the market, no, you're going to constantly be learning. There's so many things I still want to learn. And that's one of the things I'll tell you as a goal for 2022. It's for you new investors. Find one thing concerning the market that you're going to learn and spend a lot of time learning. Whether it might be fundamental analyzing, which I'm going to go over today or technical analyzing. Say you want to learn about charts or candlesticks. Make a dedication that you're going to read a couple of books and read them all the way through and not just the first couple of chapters. Anyway, we're going to go ahead and get started. And again, I want to thank you for joining the channel. And let's get right into it. Are you excited? All right, let's go. I ended the last segment on what is an IPO? All right, so we're going to start at number six. Number six, what are the three trading strategies? What are the three trading strategies? You might ask me, okay, why would I add that in there? Because when you're just beginning, you don't know where to begin. You don't know where to start. You're like, okay, well, what do I do? How do I, I went over what you need to do is the last video I talked about getting opening up a brokerage account.  Now what, now what do I do? And so when I talk about what are the three trading strategies, the first strategy I want to talk about is day trading. Now day trading, it means exactly what I just said, day trading. You're trading stocks selling, buying one day and you're selling the same day. So you buy a stock that one day and the same day you sell it, that's all a day trader does. I've just made it simple for you. So if you ever hear the term day trader, they're trading their stocks, buying and selling in the same day. Now there are several rules and I'll throw this in there too. The police for the stock market and all that happens, though the group or the division that regulates the stock market and all the actions that happen in the stock market, and this includes Bitcoin as well, is the SEC, Securities Exchange Commission. So you want to make sure you remember that. When you first start trading in stocks, if you don't have $25,000 or above, you cannot day trade. Now well, let me put it to you this way. You can day trade, but you have a limit and there's an actual rule that you cannot exceed four day trades in one week. After meaning you buy and you sell the same day, you buy and you sell the same day and it doesn't matter, it doesn't matter if it's the same stock that's going to be counted. If you buy and sell the same day, you're going to be counted. In Robinhood, you can in most platforms they will warn you when you get there. Now if you have $25,000 or more, you can day trade. Unlimited. So remember the day trading rule that if you have under $25,000, you're going to be subject to that rule. So you want to make sure you remember that because some people they buy and they're like, oh no, it's dropping and they make an emotional decision and they sell the same day. Oh, I should have bought that stock and then they sell it. That's one day trade. If you wait to the next day, it won't be counted as a day trade. If you wait to the next day, here's another thing I want to tell you. The market on the West Coast opens at 6.30. The East Coast 9.30. The West Coast closes the market at 1 p.m. So you have until 6.30 in the morning to 1 p.m. Now there's some people that are privy. You're not going to go over in this video have privy to after hours trading and pre-market trading. So there are pre-market traders and there are after or post-market traders. But for the most part, you're brand new to the market. You're going to be trading between 6.30 in the morning on the West Coast and 1 p.m. 9.30 and 4 p.m. on the East Coast. 9.30 a.m. The second one is swing trading. Swing trading is anything after a day and I would say to about two to three weeks. You could say a month or two, a month or two, but pretty much swing traders, they're somewhere around after that day trade the second day until two to three months. That's the range. So that's swing trading. The last one is buy and hold or long-term trading where you buy the stock and then you hold it. You hold it for eternity, but you're willing to hold it for years. Most traders or investors, I should say, that buy and hold are using in it for a long time. Here's what I'll say. Well, I don't want to get ahead of myself. So that's those are the three strategies. You want to decide and here's what I would suggest for a new trader, a new investor. Buy and hold. You might want to try a little bit with swing trading where you purchase a stock and you keep it for a day or two or a few days, five days, see what it is. But I would suggest, this is only suggesting you decide what's good for you. Some people, they jump right off into day trading and they get excited and go for it. But you want to be careful with day trading. I'm not going to go over it that today. I'm just kind of going over the strategy. I'm not going to go into them that deep. I've got four other questions to cover. So those are the three strategies. Number seven, fundamental analyzing and technical analyzing. This one, I'm going to try to condense this answer really quickly. Fundamentals studies, researches, and studies the company. Technical analyzing studies the stock. So fundamental analyzing, and I'm not going to go over dollar cost averaging either. I'm not going to go over that tonight, but I want to talk about dollar cost averaging in one point.  Fundamental analyzing is you're studying the actual company, their profits. Are they making money? Do they have a competitive advantage? And you can write these down. Do they have a competitive advantage? Are they profiting? Does it appear that they're going to be profiting in the future? Do they have something unique, a niche, that nobody's really doing? I'll give an example, Tesla. People were really concerned whether Tesla would ever make money, but they really have the EV market locked up right now because they're doing things that no other company is doing. And everybody's playing catch up. All the other auto industry companies are playing catch up. Many of them don't even have their cars out there yet. Some of them are talking about 2023 before they even have a car that they're selling. And Tesla's already established on the way to establishing four gigafactories, one in Germany, one's already running in China, Texas, and here in Fremont, California. And who knows? They're going to probably do another one somewhere. And his goal, Elon Musk, the CEO, said, look, I want a gigafactory on every continent. That way we can get cars to people much quicker. And what they've done with manufacturing cars, EVs, the robotics that they use, everything that they're doing, their chips, it's just they're ahead of the game. That's what you want. You want a company like that. So you want to study that company. Are they going to profit? Another thing that I do with fundamental analyzing is I check out the CEO and the leadership team, the CEO, the CFO, the C00. Check them out. Study them. Find out where do they come from? Are they homegrown? What was their background? Were they fired from their last position? A great place to study a company and find out what it's about is if you go to the company's website and look up investors' relations, their investor relations page. You usually can scroll down on their website. Most companies will have that. Or you can Google investor relations page and put in the company. It'll take you to a page, several pages. And what you can do is you can look at the finances. You can find out about the company, a mission of the company's mission, their vision, what they're really about. Because here's the thing about companies. If you don't study the company, most companies, a lot of big companies, you hear about what they're doing. You know what they're doing. For example, Coke sells drinks, right? AT&T, cell phones, wireless, Dell, computers. But what you don't know is other things that those companies are doing that you don't hear about. Give me an example. Atria. Outria. They sell Marlboro cigarettes, right? But they also have a very strong wine division that makes a lot of money in the U.S. They also sell beer. So they own Miller beer. So here they are, a company that sells cigarettes, but they also are doing other things. They have other avenues where they're making money, which says something about their leadership team. So that's what fundamentals is about. Technical analyzing is a little different. Technical analyzing studies the stock, the past history of that stock, the price action. And so it's mostly seen on charts. So people that are linear, who are more logical and more technical, technical analyzing is perfect for them. I think you should learn both. But technical analyzing deals with the study of the stock and its patterns. It looks at past patterns, past trends, and determines and predicts what that stock is going to do in the future. So you can Google both of these. Mainly, I would say you can Google, I'm sorry, YouTube. You can YouTube technical analyzing and just get a little grasp of what it's about. You can learn about candlesticks. You want to learn about resistance and support. What is resistance? What is support? What are indicators? You'll be using indicators a lot to determine what you're going to do with your price, with your stock, determining whether it's going to go up or not. Here's one I want to tell everybody though. Anybody that says they can time the market is lying. That's not true. No one, not even the Great Warren Buffett, will tell you he can time the market. Nobody can time the market. You can make educated guesses based on historical data, based on things that you see in the market and what's going on, and based on what's happened in the past. But no one can time the market. I'll never tell you that. I'll never tell you that I can time the market. We don't know what the market's going to do tomorrow morning. Bad news can come out and boom. Great news can come out about the feds or about our economy and the market goes up. You don't know. But there are things that you can do to protect yourself. Next one. Let's speed it up a little bit. What is a dividend? A dividend, divvy, meaning divvy up. A dividend, a company, what they will do. Microsoft. Let's give an example because I own Microsoft and I get a dividend every quarter. What a dividend is is that when a company is established and they're strong and they're making profits, they'll sometimes reward their stockholders, the owners of the company. Remember, you're an owner. Once you own the stock, you are an owner and they'll divvy up and they'll give you a percentage of those profits. That's called a dividend. So not only do you gain money from the appreciation of the stock, but you can gain money from the dividend and they will send you a check. Now, you can do what's called or you can take your profits automatically or your dividends and have them automatically reinvested into your stock. So instead of you getting that money and spending it, reinvest it and buy more of that same stock. But a dividend is given to you by a company from their profits. Now, not every company gives a dividend. For example, Tesla does not, Amazon does not. So a lot of companies will take all of their big profits and it goes back into the company. Sometimes they'll give their team's bonuses and stuff like that. But a dividend is actually given to the shareholders, preferred and the common stockholders every quarter. Some dividends are given twice a year or annually, but most of the time, every three months, you get money. And it's based on your shares. So in other words, say the dividend is 50 cents a share.  You don't have to do anything for it. You don't have to earn it. It's just because you own the stock. All right. So that's a dividend. Growth stocks versus value stocks. Growth stocks. And this is to me, when you're first getting started, I suggest people go into growth stocks, meaning stocks that are making a lot of money and have great earnings.  Yeah, Amazon's about $3,000 per share right now. So if you don't have the money, of course, but Microsoft is a good place. It's a good growth stock. That's an example of a company that's making money, that's doing well, that you know it's going to be around for 10 years. It's the bigger companies. Growth stock investors normally are not so much concerned with price. They're concerned with that company growing. Growth stock. It's a grower. It's moving. It's making money. It's doing things. Value stocks. Value stocks are you're looking for a great value. You're looking for value. You're looking for not necessarily cheap, but yeah, cheaper stocks. They're usually stocks that are overlooked. They have great potential and they have great gains, great profit, but nobody notices them. But they're at a cheap price. They're undervalued. Those are value stocks. I suggest in your portfolio you have both. You have the good, great stocks that you know are going to be around. We know McDonald's is going to be around. We know Amazon. We know Google's not going anywhere. Great growth stocks. But then I'm also looking at Alibaba, which was a growth stock, but now it's come on hard times due to the regulations in China, and they've gotten some heat in China. Their stock right now is very undervalued. It's cheap to me. Alibaba, ticker symbol, B, A, B, A. By the way, ticker symbol is basically an abbreviation for each stock, Microsoft, so that you don't have to spell out Microsoft, type it out online. That's a practical reason of why they're ticker symbols. They're an abbreviation, so Microsoft is MSFT, Alibaba, B, A, B, A. So that's called a ticker symbol. Forgive me, this is not COVID. Anyway, all right, let's go on to the next one. The last one I want to talk about is what type of companies do you invest in? I kind of hit it up just now, but when you're just getting started and investing in the stock market, here's my suggestion. Again, this is just my suggestion. Get companies that you understand and that you know about. For example, say you have a job in IT, you know IT, you know the companies that are doing well that are big, but not only that, even if you don't know, you understand that industry. Seek, look into a stock in that industry. For example, Microsoft, I told people last year Microsoft was at about $170 at one point, 108. And I said one day this stock in the next year or two is going to be a $500 stock. You guys jump on it. Even people laugh at me online, but look, you know where Microsoft is today? It's already, it's at $330. It's at $330. I mean, it's basically, it's basically $170 away from $500. It will get to $500. Okay.  That's my disclaimer. Okay. I never tell people, my friends and family, I don't tell them what to invest in. That'll get you in a lot of trouble. Nothing's promised. Nobody knows what a stock is going to do. There could be some bad news about Microsoft that happens in a couple of weeks that sends it plummeting. So I'm not going to say that, but the fundamentals, they got a great CEO, great team. They got a great vision. Their products are doing very well. They're making a ton of profit every quarter. Their earnings are growing. Their profits are growing. They got great cash flow. I mean, they've got a lot of things going for them and they've got a great future and they've got a niche. There's a part of the market that they've got locked up. Okay. All right. So buy a company, a stock in a company that you really trust and that you know something about. If you don't know anything about biotech, unless you're going to do the research and really dig down, don't buy it. So anyway, the other thing about companies that you want to look at, that you want to invest in is, I want to say this too, don't exceed, don't get a lot of stocks when you're just getting started. Just start off with three to five, three to five stocks. That'll keep you busy and make sure you study the companies. Even if you know anything, know something about the company like, I love Microsoft, but I still had to do my research and check out and keep your eye on the news and things that are happening, especially with China. China, keep your eyes on China and keep your ears up to what's going on in China. What happens in China is going to affect the world, especially in the next 10 years. All right. So that's the first, that's the next five.  After my next video, I may have a question and answer series. So if you have any questions, please put it in the comment section and I'll try to do the best I can to answer. If not, I'll point you to the right people. Okay. All right. I love you so much. I wish you the best. I know you're going to have a great, great 2022. All right. So get started. If you are not investing in the stock market, go ahead and get started. Don't be afraid. Okay. I'm going to talk about next time also dispelling lies and excuses that people might have for entering into the stock market. Okay. So stay tuned and I'll see you later. Have a great day. Oh my God, 25 minutes. I wasn't trying to go that long. Have a great day.


Imagine a world free from constant analysis and worry. This is the promise of meditation, specifically the ability to transcend the analytical mind and access the power within. Our minds are like two vast continents, the conscious mind a bustling city, and the subconscious mind a silent ocean. Separating these lies a narrow bridge, the analytical mind. Unfortunately, the bridge is often congested with traffic, the high-speed chatter of daily thoughts and anxieties. This high-beta state keeps us stuck, unable to access the deeper wisdom of the subconscious. But there's a way. Meditation helps us shift gears, moving from the high-reving beta to the calm alpha state. By focusing on the vastness within, rather than the external world, the chatter quiets. This allows us to cross the bridge, potentially even shedding our sense of self and enter a receptive state called theta.


Hi everyone, Scott here. Depression to expression from Barbados. Can you believe it? When I left Canada a few days back, we had 30 centimeters of snow. I'm on a plane for five hours and then I'm in 30 degree Celsius weather on this beautiful hilltop looking at the Atlantic Ocean. Oh, the world is nuts, isn't it? So I've recently discovered something on this trip that I really want to share with you. That's why I brought the tripod and I'm reading this book called Becoming Zen and I'm going to share a little story with you and it really relates to this trip. That's why I'm really doing this video because the book somehow related perfectly to what I was experiencing on this trip and then I'm going to do a little exercise with you that I've learned and that's really helping me on this trip while I'm meditating and hiking and just really trying to lock myself into that present moment to really experience things, to really soak in the sun, soak in the moment and when I go back home to work, I'll really realize and I'll have a real vivid memory of my place here because I was really experiencing it really in the moment. That's when you get really vivid memories and you can look back. So here's the story guys. In this book I'm reading and I know you can relate to this because I struggle with this and I get emails and see comments. We all struggle with this. It's you're always thinking of the future. You're always thinking of the past and you always have these expectations and a lot of the time, most of the time, our expectations never fit with our reality. So what I mean by that is here's a perfect example of the trip. Okay, so I come to Barbados. I booked my Airbnb. I think it's going to be a two second walk from the nice beautiful beach and there's going to be resorts and palm trees and margaritas and coconut water and people serving me drinks all day and everything's cheap. So I get here, go to my Airbnb and I am in a very, very poor part of the island. I'm surrounded by locals. I'm surrounded by the different kinds of drivers. They're on the different side of the road and they're just honking and the roads are this narrow and there's a billion people in these taxis that I'm taking. They're blasting this music and the beaches are far away and food is way more expensive than I thought because they have to import all of these things to the island. So what do you think my expectations were? Do you think that my reality fit my expectation of Barbados? Absolutely not guys. I was in shock and therefore disappointed and the thoughts I was having was this shouldn't be this way. I booked this trip. It shouldn't be this way. I was planning to do this. I was planning to do that. I was supposed to see something else. This shouldn't be like this. Those thoughts and what happens with those thoughts is you're trapped back in your mind.  You feel disappointed. You feel like you've strayed from the path and purpose that you're supposed to be on. Raise your hand and say aye if that's happened to you before and you think about that all sorts of times in your life. Your first day of high school, your first day of university, all these expectations and your thinking of what it's going to be like in your mind and you set up this reality in your mind and when you actually experience it, it's usually most of the time completely different. Completely different because how can you actually know what an experience is going to be like? So I hope that makes sense to you guys so it's creating a better relationship between our expectations and reality. That's the book I'm reading. That's a lesson I have learned on this trip because it's about living with what is and not with the what should be's or the could have been's. So I realize now that me being with all the locals and learning about the culture in a deeper sense is actually honestly a blessing in disguise here because that's kind of what I wanted to do anyways but it's more in line with I guess what I wanted to do for the trip but that's been said but I'm now focused on this being my path. This is how the trip was not supposed to be but this is what it is. It's about living with what is. I can't change anything now. The Airbnb is booked. I've been experiencing things this way. This is the way it is so now it's about locking yourself in the now and really feeling and experiencing what this time now has to offer I hope that makes sense so I know I'm a little in the shade here so the exercise I want to do with you is again something that's in the book it's called Becoming Zen and the definition of this whole chapter this whole chapter is about the definition of experience. What does experiencing something actually mean? Because let me tell you the experience changes based on your expectations so think of this whole trip if I would have been oh it shouldn't be this way it shouldn't be this way this is shit this is shit this is terrible I should be on the beach getting served drinks for free how would that affect my experience it would turn into a negative experience a regrettable experience and somewhat of a waste of time now let's take that back so let's say I have really no expectations before the trip and I'm here now I'm living with what is how am I experiencing the trip now how are you experiencing life now well I'll tell you the exercise experiencing in this book to this Zen master is about mindfulness it's about experiencing all the senses and being locked in the present moment so here's an exercise you can do you can follow it with me you can watch and then you can do it yourself it's really not difficult in theory but but the more you try it you'll see that it gets a little difficult so I'm standing here I'm going to close my eyes and it's called the three by three and the three by three is focusing on three sensations at the same time for three breaths so I'll repeat that you're focusing on three sensations at the same time for three breaths so I'm going to focus on my breath that counts as one okay I'm going to focus on how I'm standing in my posture okay and the third sensation I'm going to feel is the wind on my body and the air and how it touches you know my hair and my my skin so those are the three things I'm going to focus on for three breaths okay let's do it together and you'll notice that it's really hard to clear the mind but the more you focus the more you can let go of these thoughts and really be locked in and this is what is called really experiencing and you can do this with your eyes closed or your eyes open so we're going to do this now I'm going to inhale and exhale inhale and exhale and remembering your posture remembering the air on your skin and inhale and exhale and there's the three by three now if you did focus on three at the same time well done if you could only focus on your breath or you couldn't focus on anything and your thoughts were automatically sparked and nothing happened and you were just you know into that cyclical thinking that's okay you get so much better with practice and experiencing and this this zen meditation and this locking into the present moment and really experiencing is a daily exercise that I would really recommend okay it's I've been doing it this whole trip um and it's about living with what is okay because as I said in the beginning this trip isn't what I expected at all and if you want to know more details um I'll be doing I'll be doing more videos when I get home talking about the trip and more videos here going to the wildlife sanctuary in a second but um let's just say this is this is the most impoverished country I've ever been to and not that that's wrong but it's just not what I expected and I wasn't ready for it so now it's about locking myself back in to the present moment and dealing with what is so try the three by three try to do it every day takes literally three breaths you can do it multiple times a day and focus on three sensations hope you're enjoying the view from Barbados I'll see you guys soon back in Canada take care


And Spain's prime minister Pedro Sanchez is on a war on prostitution in the country. He told supporters at the end of his party's three-day congress that he would outlaw the practice which enslaves women. Prostitution was discriminalized in Spain in 1995 and in 2016 the United Nations estimated the country's sex industry was worth 3.7 billion euros or 1.76 trillion naira. A 2009 survey found that up to one in three Spanish men had paid for sex.


So, and look, and my name is Shannon Kemp and I'm the Chief Digital Manager of Data Diversity. We'd like to thank you for joining the current installment of the Monthly Data Diversity Webinar Series, Real World Data Governance, with Bob Siner. Today, Bob will be discussing data and metadata will not govern themselves sponsored today by Irwin. Just a couple of points to get us started. Due to the large number of people that attend these sessions, you will be muted during the webinar. If you'd like to chat with us or with each other, we certainly encourage you to do so. Click the chat icon that was in the bottom right-hand corner of your screen for that feature. And for questions that will be collected by the Q&A in the bottom right-hand corner or if you'd like to tweet, we encourage you to share highlights or questions by Twitter using hashtag RWDG. And as always, we will send a follow-up email within two business days, containing links to the slides, the recording of the session, and additional information requested throughout. Now let me turn it over to Danny for a brief word from our sponsor Irwin. Thank you, Danny. Hey, Danny. Hello, and welcome. Thank you, Shannon. And welcome to everybody out there. Thanks for joining. I know you're here to listen to Bob, so I'm not going to waste a ton of your time up front, but just wanted to say hello and happy to be sponsoring this event, especially when Bob's the speaker. So just a few bits around Irwin. If you're familiar with us, we started out as the little data modeler that could, turned into the data governance company. And as of January 1st, we are now part of Quest. So lots of excitement going on there, and I think lots of interesting things from a solution perspective in terms of our ability to really drill farther into the enterprise in support of good data governance and really driving the data-driven enterprise. So what I'm going to talk about a little bit just as, and I think it relates well to this topic because, you know, the data is definitely not going to govern itself, and what I wanted to talk about is sustainable data governance through the concept of data intelligence. So let's get to that. For those of you that, you know, aren't familiar with the term data intelligence, it's really an approach to looking at your overall data landscape, the estate, if you will, and really providing the capabilities that are required to build a canvas that's going to support all aspects of your data ecosystem, whether it's the folks doing data governance, DevOps, folks that are consuming that, obviously with the goal of getting the most out of your data while reducing the risk that is inherent with leveraging that data for different purposes across the enterprise. Data intelligence in a nutshell is really the ability to do five basic things. It's harvest what you have in terms of your physical world of real data, organize that in a way that you can understand what you have and how it relates to each other, curate that data so that you can provide a number of different contexts to that data, primarily a business context, but also looking out into things like quality, looking at the infrastructure that's supporting that, and the people that are responsible for that data and have accountability for it, ensure that you're supervising that data in a way that people understand how to use it, how not to use it, what type of data they're accessing, and what the potential benefits and risks might be, and then socializing that big picture out to all of those different constituencies so that they can understand their data landscape and then collaborate together to deliver the value of whatever role that they have, but with the benefit of having all of the inputs of all of those other folks and the visibility into the things that they're doing around data so that you can work much more effectively together. So data intelligence, when we look at the topic today, it really is the functional canvas that's required to create one I'd like to call your data governance masterpiece. So, you know, on the left is what, you know, many organizations that are looking at, which is a lot of data, a lot of different technologies, a lot of different infrastructure, and then a lot of other things on top of that that are going to, are requirements for you to really, truly govern that data in the organization. So the left is the data governance or the data steward with their head and, you know, shrugging and wondering what they're going to do with that mess, or looking on the right side, which is, you know, that canvas where people can start to look at that data, see the connections between them and are looking at something like a customer and understand all of the business assets that are associated with customer, and then all the places where customers instantiated so that people can start to navigate that drill down into the details behind that and really leverage all of that good information to make better decisions and get to the end state of what they're trying to deliver the company much more quickly. So, actually, last year, we did a great survey in conjunction with Dataverse, the looking at data governance and specifically looking at automation and bottlenecks to successful data governance. And we got some great information back in terms of what are the things that people are finding really tough to put up, stand up and maintain in a sustainable way over time? Because again, that canvas needs to be up to date, it needs to be fresh all the time, because if it's not, then you're taking people down, down rabbit holes that you don't want to take them. So, a lot of challenges around that. And, you know, not surprisingly, things like understanding the lineage, you know, where did that data come from, what happened to it on the way, understanding the quality, finding and identifying what data they have and what's appropriate for their use case, and then being able to consume that data in a way that is understandable, useful and usable to them are all things that are very tough for a lot of organizations. And this is where we get to the spoiler alert from the first slide, which is automation absolutely is the key because that's how you can keep things there ready and up to date. So, you know, looking at key automation points that you can that you can create in your data intelligence fabric that will enable sustainable data governance, you know, it starts with with all of that metadata that you have out there, and the ability to auto document all of the data sources, data models, all the movement process, all the consumption points, as well as as auto document, the business aspect of that, whether it comes in terms of industry standard glossaries, things like that and being able to pull them into an environment where you can start to work with them. Looking at automation around the work of connecting all of this stuff together, because that's a huge lift, you know, you have lots of technical assets that you don't necessarily out of the box can see how they are associated, creating connections between things like terms, policies, rules, data sharing agreements with specific physical data assets, building those out, finding and discovering where your sensitive data is and classifying it appropriately.  And then the ability to give them things that are going to accelerate their understanding. So, you know, the ability to navigate this entire framework and render different visualizations that are out there, things like lineage, things like impact analysis, that visual mind map that allows you to see all aspects of something in data and use that to start to navigate dashboards that pull up and really focus on specific use cases like sensitive data, regulatory compliance, GDPR, CCPA. And then, you know, if you take it a step further, which is actually auto generate, you know, a lot of your data pipelines, your workloads and start to automate aspects of DevOps that are occurring, but are that are equally important to your folks in data governance because that's the next thing that they need to govern. So very important pieces to consider in terms of looking at supporting data governance from a technology perspective. And if I can just sort of finish it off with a quick look into an automation case study, a global farmer, farmer leader had made the decision to move forward and modernize their data warehouse, taking it out to a cloud environment. But more importantly, looking at a data vault approach to to maintaining that to provide more agility. But the, you know, manual work involved in it was tough. It was taking a lot of time, it was actually reducing the impact of this new approach and the and stopping the benefits from being realized. And on top of it, you know, they still needed to govern that they had to make sure that they were safe guarding things like personal health information and all the rest of that. So they brought us in. And with our data intelligence technology, they were able to automate their entire data vault environment and not just the initial creation of it, but the ongoing, you know, change and maintenance and change management. So that DevOps piece, where they had, you know, a lot of infrastructure that was basically reduced down to 10 to 12, you know, automation scripts and connectors that we supplied, and really made an impact in terms of reducing manual development time. And really getting to them to the finish line faster, with the benefit being that that same environment that automated the whole environment had governance mechanisms and capabilities that they could leverage throughout. So as they move to this new platform, as they move to this new approach, they were able to govern through the entire process and have data governance on day one, once they were set with what they had.  And when you get ready, and you are ready to govern that data, you really want to look at a sustainable backbone that you can rely on to practice your data governance on. And with that, I will pass it back to Shannon, and to Bob, and we'll get to the meat of the discussion. Thank you very much. Danny, thank you so much as always. And thanks to everyone for sponsoring today's webinar and help making these happen. And if you have questions for Danny, we will likewise, he'll be joining us for the Q&A portion at the end of the webinar. So feel free to submit your questions in the Q&A portion of your screen. Now let me introduce to you our speaker for the series, Bob Sinner. Bob is the president and principal of KIT Consulting and Educational Services and the publisher of the data administration newsletter, TDAN.com. Bob specializes in non-invasive data governance, data stewardship and metadata management solutions. And with that, I would give the floor to Bob to start his presentation. Hello and welcome. Hi, Shannon. Hi, everybody. And thanks, Danny, for for the presentation before jumping into this material. You know, Danny talked about how the data and the metadata will not govern themselves. And the key word that he spoke about was the word stewardship. I'm sorry, he spoke about automation. And the key word that I don't want to speak about, I'm getting ahead of myself here, is that I want to talk about stewardship and data and metadata. Because truly, unless you have some type of a pixie dust that you can sprinkle over your organization to automatically, you know, create and use the metadata of your organization and the data of the organization, it's not going to happen in a way that where that data and that metadata is truly governed. So we'll be speaking a lot about metadata. We'll be speaking a lot about the data. We'll speak a lot about stewardship as well. And so let's get moving on the topic at hand. And just real quickly, before I get started, there's always a lot of things to share with you at the beginning of the webinar. We just wanted to point out a few of those things to you. The real world data governance series will continue into February. And the subject for February is data architecture is data governance. And I've got my special guest, a good friend of mine, Anthony Alvin will be presenting with me for that webinar. I talk about noninvasive data governance a lot. So if you're interested in picking up the book on noninvasive data governance, there's some information for you to help you to locate it. I will be speaking at a bunch of data versus the events that are coming up and one that I'm really excited about actually, I'm excited about all of these. But the one that's taking place next week, next Wednesday is the Enterprise Data Governance online conference. It's a virtual conference that's been taking place annually for several years. And it's just a fantastic event from beginning to end. So we hope that you'll register and join us for that. I am going to be conducting some live online training through Data Diversity on March 12th, a half day, where the topic will be a complete set of data governance roles and responsibilities. I'll be speaking at Enterprise Data World a little bit later in the year in April as well. I have several courses that are available online learning plans through Data Diversity. The first one called noninvasive data governance. The second one called noninvasive metadata governance. And yes, metadata governance is a real thing. It's not being, the term's not being used by a lot of organizations, but the truth is the metadata won't govern itself. If we want to have strong metadata to improve the quality and the value of the data, we need to govern the metadata too. So there's a course on noninvasive metadata governance. And then the one that was introduced recently was the business glossaries, data dictionaries and data catalogs. So please go to the Data Diversity Training Center. There is a lot of great stuff out there. And please take a look at my courses and my learning plans, as well as all of the other instructors that provide them there. Shannon mentioned the data administration newsletter, TDN.com. If you're not familiar with it, please go out and take a look at TDN.com. It's a free publication, published twice a month, was published yesterday. So a new issue was made available yesterday, where I talk about the explosion of data catalogs and a lot of other great subjects. And the last subject is KIT Consulting and Educational Services. That is my consulting and education business. And please go check out KITconsulting.com. The website is new. And I refer to that as the home of noninvasive data governance. So there's several subjects that I want to touch on today. And the first one is, you know, how does data governance apply equally to both data and metadata? If you've been attending these webinars over the years, you've probably heard me say that the data will not govern itself. I've also started to say that the metadata will not govern itself either. So we want to make certain that we're applying governance equally to the data and to the metadata in order to provide valuable resources, data resources to people across the company. I talk now a lot about what I consider to be a resolute effort. And I'll describe to you what I mean by a resolute effort. We need to put effort. We need to put resources. We need to get people involved. We need to get metadata stewards as well as data stewards in order to be successful. I'll talk about how the governance of data and metadata increases the value of both the data and the metadata. I'll spend a little bit of time talking about the people who must be held accountable for the data and the metadata. And then we'll talk about communicating that whole concept of the fact that the data and metadata will govern themselves to the people in the organization that'll make a difference. So let me real quickly just start by sharing the definitions that I use for the terms governance and stewardship because I've already used those. And it's good to get everybody on the same page in terms, in the relationship to what the terms mean. And I word my definition to data governance very strongly. But I do that with a reason that, you know, at the end of the day, if we're not executing and enforcing authority over the data itself and other data resources, we're truly not governing our data. So there are other softer definitions to data governance, but I like to word it strongly. I like it to people to sit forward in their chairs and ask questions about what do we mean by the execution and enforcement of authority because no matter what approach you take, whether it's the non-invasive or the command and control or the traditional approach to data governance, at the end of the day we need to make certain that we're executing and enforcing authority over the data. And then I'll be talking a lot today about data stewards and data stewardship and metadata stewards and stewardship, but really data stewardship is the formalization of accountability. So I've always said that everybody in the organization is a data steward and we need to get over that fact well if you use sensitive data, the fact is you're a steward of that data, you need to know the rules, you need to follow the rules associated with privacy and some of those regulations that Danny spoke about a little bit earlier in the session, but data stewardship is that formalization of accountability so we can build on the efficiency and build on the effectiveness of the organization. Non-invasive data governance basically takes those two definitions and brings them together. It's really the practice of applying that formal accountability using non-invasive roles and responsibilities. We're going to apply governance to existing processes or apply it to the new processes that we as an organization are developing to make certain that the definition production and usage of the data does all the things that we know that we need to do, assure regulatory compliance, security, privacy, protection, improve the quality of the data. And really non-invasive describes how governance is being applied in your organization. The last definition and I'll just I'll just share this with you on the screen real quickly is what does it mean to govern something. So I went to freedictionary.com and I took some of the things that they used to describe what it means to govern something. So let's think about that in terms of governing the data. Let's think about these things in terms of governing the metadata because we know the bottom line is that these things will not govern themselves. So let's talk a little bit more about that. Let's first talk about how governance applies equally to data and to metadata. So we've probably all heard the term that data is an asset and you know truly organizations are setting up strategies and policies to make sure that the data is governed and managed that way to make certain that it is recognized as an asset. And you know the truth is that data itself and I'll share an example with you in a minute it's worthless unless we provide some context to that data and where are we going to get that context we're going to get it through the metadata it's the data about the data it's the information that's going to help us to differentiate between different pieces of data and truly have that context and know how that data can be used throughout the organization. So if we think about that we think about that metadata is really important and the data is actually worthless without it metadata becomes an asset too which means it also needs to be managed it also needs to be governed and the truth is that that stewardship getting people to be formally accountable for the management for the definition the production and the usage of metadata it's required we need to formalize accountability for the metadata in order to govern the metadata just like we need stewardship in order to govern the data of the organization and as I mentioned earlier in the session metadata governance well it's a real thing we need to make certain that we are taking a resolute effort to govern the metadata within our organization so I'll talk a little bit more about that in a minute but there's a resource that I've gone to a few times the CPA journal that has a really good description of what do we mean by data being an asset so data and they recognize that data is an economic asset that can do all the things that are listed on the screen they can help you to improve your operations increase revenue I've had several clients recently that have looked to make the data available to their clients in a self-service fashion and the the only way that they're able to make it self-service for for these their clients and for their customers is to increase the understanding and the knowledge of that and so that's actually a revenue-increasing opportunity you know certainly when we solidify the rate relationship with the stakeholders the people that are going to use the data to perform their job functions and use the metadata to better understand that data you know having data as an asset it certainly solidifies the relationship with stakeholders prevent provides produces new revenue streams improves the quality establishes competitive differentiation which is extremely important to a lot of organizations it allows innovation it reduces risk I just think this is a great snapshot of how we can consider or why we should consider data being an economic asset so the fact is to our organizations also recognize that metadata is an asset and again I'm not going to go through each of the bullet points on the screen but I want to tell you that you know you think about how metadata will do each of these things in order to to get people to get better to use and to better understand and to have better confidence in the data we need to make certain that we're governing the metadata as that asset as well so data is an asset everybody's heard that metadata is an asset I hope that you understand that I hope that you believe that because it's certainly true we need to have metadata for the data in our organization at least for the most critical data that people are using to make business decisions so let me give you an example of how data is worthless without context and the piece of data that I'm providing to you is the 1299 with you know rate justified in zero filled to the left and if you just saw this piece of data zero zero zero zero one two nine nine you know what is your guess as to what that piece of data means well the fact is you don't know unless you have the field name unless you have other information the description of the field you don't know if that's a dollar amount it might be it has a ninety nine at the end of it we see a lot of prices with ninety nine and it it could be an address actually I used to live at one two nine nine on a specific street but you know so it could be that it's an address it could be a quantity it could be a measurement the fact is we don't really know what that data means unless we've provided the context and we've provided the metadata and the metadata is not going to produce itself it's not going to define itself it's not going to use itself so we need to make certain that we're governing that metadata associated with the data to add that context to the data so you don't know if it's a dollar amount or an address or a quantity or a measurement you know or is it really something completely different it could be anything to your organization so we know that we need the data is worthless without the context and we need to add the context and that context comes from the metadata that's collected in tools like the one Danny talked about collected in other tools in the environment we know that metadata is a valuable asset to the organization so i said the data is worthless without context well the data by itself is meaningless and the value that the business derives from that data without really understanding what that data is it's truly minimal actually when i put down that it's minimal i thought you know it's even less than minimal it's really worthless to the organization unless we have governed metadata that people have confidence in when they're going to use the data that's most important to their job and their job function so the data and the metadata must be connected at the hip i couldn't find a good image of connected at the hip so you know i brought in this this image for this slide but it's truly the better the metadata the better the value the better the quality the better of the understanding the better the confidence that people have in the data so therefore the metadata must be governed as well as the data so we know that that just left to their own accord they're not going to govern themselves so let's talk about that a little bit and as i mentioned at the beginning of my session my part of the session today it's all about the stewardship stewardship is required to govern data and metadata and since we know that these things won't produce themselves we need to have people in the organization that are formally accountable for managing the data and the metadata but you know we don't really talk about stewards in terms of metadata anymore and we know that metadata is actually different in most situations than the data itself so if we know we're going to improve the quality and the value of the data we and we want to improve the quality and the value of the metadata we need to make certain that data that metadata stewardship becomes a real thing within our organization so the question becomes well what does it take to govern metadata well it actually it involves having a plan because again it's not going to happen on itself or on or left to its own you need to have a plan for it it takes having people accountable for the metadata those are the metadata stewards i'm talking about it really takes having metadata stewards people that are defining what metadata is going to be managed by the organization putting definition to that metadata there needs to be people accountable for producing that metadata and certainly we want people to have access to the metadata so it takes people using the metadata and being formally accountable for using the metadata to best understand the data that they're using to make decisions for their organization so is metadata governance a real thing well the truth is that if you don't have metadata governance you know potentially the quality and the value that you're going to get from your metadata is not going to be as strong as if you had people that had accountability for the definition production and usage of that metadata so i say that metadata management requires data and roles and processes and communications and metrics and tools in fact i talk about these things all the time as being the core components to data governance well the fact is there are also the core components to metadata and metadata governance as well and if you've attended my webinars in the past you've seen this diagram before it's the non-invasive data governance framework but i tend to share a lot and those items that i just mentioned that metadata management requires are the items across the framework and so if you're interested i know Shannon always connects or or makes available a copy of the data government of the non-invasive data governance framework as part of the follow-up email that she does but please take a look into this non-invasive data governance framework and realize that a lot of the same things are going to need to be in place in order to govern the metadata as well so let's talk about that idea of resolute effort and what does it mean to have a resolute effort in order to get something done so what's the definition of resolute you know resolute basically requires things as such as management's commitment management's understanding as to the role that metadata plays in the improvement in value and quality and usage of the data resolute effort requires resources and certainly tooling will become part of the job part of the effort in getting the metadata managed and getting the metadata governed so the Oxford Dictionary defines resolute as being admirably purposeful determined unwavering unswerving well you need to have people who have the responsibility for metadata management you need to have data of metadata stewards you know all these things that are mentioned in the Oxford dictionary definition of resolute they all apply to metadata governance as well so people in the organization and that's oftentimes the management of the organization first they need to be sold on the investment that the organization needs to make in terms of people and process and roles and the things that are all necessary to govern the metadata just like the data itself so people need to be led down the path the leading of people down the metadata path will not happen on its own either and we need to make certain that we have people that have the responsibility for it if that picture is not familiar to you that's the resolute desk that's the desk that's in the White House you might be familiar with it that picture of JFK's son under the resolute desk but you know the idea is that you know being resolute in your effort to govern your data is extremely important and don't let anything get in your way and that is truly what you need to be successful with data governance so resolute I mentioned it requires management commitment and understanding you know if you think the data governance kind of teeters on that brink of being something that you must have well hopefully you're not in that situation hopefully you're in a situation where people in your organization truly understand the value of data governance well you can think of well what is it in terms of metadata governance that that Peter's even even worse on the brink we need to be able to explain to people what metadata governance is and why it's important and I talk a lot about best practices associated with data governance and the fact is that those same best practices apply to metadata governance as well like the first one being senior leadership support sponsor and understand the need and the fact that governance for metadata is necessary just like it's necessary to be able to have an effort to govern the data in your organization that the resources must be allocated I've talked about the stewards and getting stewards engaged you know we need to have resources allocated to this discipline we need to define the goals and the scope and the expectations for metadata management and metadata governance we need and just like we do for data governance the roles associated with the data and the metadata must be clearly defined approved and communicated and we want to be consistent in the way we do these things across the organization so resolute also as I mentioned before requires resources so a resource is basically a source or supply from which benefit is produced and that has some utility and I mentioned that everybody in the organization is a data steward and we need to get over the question is is it necessary that everybody in the organization is a metadata steward and that's not necessarily it's not as necessarily as strong a case for the metadata stewards being everybody but we know that we need people that have the responsibility for defining what metadata is necessary for producing that metadata because it won't produce itself and for using the metadata to help them in their job so those resources basically take the form of people and time and money and we need to make certain that we're allocating those or that we have those in order to be successful with metadata governance as well as data governance and certainly to have a resolute effort it often really helps to have tools involved and those would be tools that would be used to govern your environment your data environment your data landscape the business glossaries the data dictionaries the data catalogs and then you could also create do-it-yourself tools like one that I share a lot which is the common data matrix and I'll share with you an image of that in a second if you're not familiar with the common data matrix but you know often organizations start with do-it-yourself tools and they build out the requirements that are necessary before they go about acquiring tools and oftentimes if you're going to implement a tool and I know this from all the organizations that I work with that are implementing data catalogs metadata repositories data landscape tools there needs to be somebody who's the owner of the system if you call the metadata catalog the system somebody needs to administrate it somebody needs to be analysts who are working with the business people in your organization you need resources they're required for tooling and I mentioned the common data matrix just want to share a quick image of it with you it's a it's basically a spreadsheet that you can use to recognize who's accountable for the data across the organization from the from the operational stewards to the subject matter experts to the steward coordinators the council and so on and so forth it becomes a really powerful tool it is the most requested tool from these webinars and from any presentations and articles and things that I write so the common data matrix that's also going to be made available through Shannon at the end of the webinar so let's talk about how governance of metadata of data and metadata increase their value well it's going to increase their value by basically having formal definition of these things formal definition of data and metadata formal production of that data and metadata again unless we make that formal the chances are that it's not going to happen on its own certainly we can use automation to ingest some of the metadata from our environment but even setting that up and making certain that that's working and that we're checking to make certain that the changes are being reflected in the data and in the metadata that requires effort you know formal data and metadata usage that's another way to increase the value and formal data and metadata stewardship as I've been talking about so far let's talk about each of these things real quickly as well so the increased value from the formal data and the metadata definition well if you formally govern the data and the metadata definition people will know what data and metadata are available they'll go to the tool they'll go to the environment that you're setting up to support them and they'll know what data is available they'll know what metadata is available to help them to understand the data and that takes effort it takes somebody communicating that information to all of the stakeholders across the organization they'll not only know what's available but they'll know what that data and that metadata mean I mean for example with some glossaries and dictionaries that I've been setting up recently we've included descriptions of what each of the pieces of metadata are because if we're expecting people to be metadata stewards out in the business areas they need to know what information to be entering into these glossaries and dictionaries that we hope that will adjust into the catalog at some point in time and people will have confidence in the data and the metadata if they know what exists and they know what these things mean to the organization they'll be able to make more informed decisions they'll get more value from the data and the metadata if we can formalize accountability for the governance of the data and for the governance of the metadata and that requires that we have stewards that are associated with these really valuable assets to our organization let's talk about how it increases the we can increase the value of the data and the metadata through formal production again the metadata and the data they're not going to produce themselves we need to have people that have the responsibility for these things so people will produce the data closer to the data specifications if they know what those specifications are and how do they know what the acceptable ranges are how do they know the format of the data you know unless we unless we share with them what the specifications of the data are you know we can't assume that people are going to know those off just off the top of their head you know they're going to produce higher quality data and higher quality metadata if they understand the data specifications if they understand the metadata specifications and that's what I meant about you know adding to the glossary and dictionary spreadsheets even you know what do these things mean how are they going to be used across the organization people will be held more accountable for both data and metadata production so again if you have people that are entering their definitions into the data modeling tool or into the glossary I always joke about the concept of cheeseburger definitions and well what's the definition of a cheeseburger it's a burger with cheese what's the definition of a student account student account number it's the account number for the students if we want people to be accountable for providing definitions to the data they're going to help business people to understand that data when those people that are putting the definition to the data shouldn't be allowed to get away with cheeseburger definitions they should be following the specifications of what is meant by a true business description of business definition of the data people will produce the metadata on a more regular basis if we they're formally accountable for it people will know where the data and the metadata come from which will both improve their confidence in the data and improve their confidence in the metadata as well so we're going to increase the value of the data and the metadata usage because people will gain more efficient and effective access to these things to the data and the metadata it'll help them to have improved confidence in the data that they require to do their job and certainly we want them to have confidence in the data and in order to do that we need them to have confidence in the metadata so if we have formal definition in production of the metadata there's a better chance that we can also increase value from the way people use that metadata because we'll be providing that context to them so that they'll better be able to make use of that information the people will understand the importance of the glossaries and the dictionaries and the catalogs and if they understand the importance of the glossaries, dictionaries, and catalogs they're going to be more likely to participate in those initiatives to get those things collected get that metadata and the data collected and make that available to people across the organization and then really the last thing here is to increase the value from formal data and metadata stewardship we need to hold people accountable for data that's what data stewardship is all about we need to hold people accountable for the metadata because without it the metadata won't govern itself and definition in production and usage of the data and metadata need to be governed in order for people to get the most value out of the data and metadata that we as data practitioners are sharing with them so without formal accountability for data and metadata well the data and the metadata the definition of that will stay the way it is and the production will stay the way it is and the usage of the data and the metadata will stay the way it is so the truth is if the status quo what is the status quo right now for the governance of the data and the metadata is satisfactory to your organization maybe metadata stewardship and metadata governance will feel less important to you but the truth is in a lot of organizations people are not satisfied with the accountability for the data they're not satisfied with the accountability for the metadata and if you find yourself in that category then you certainly want to start thinking about putting a metadata governance program into place making certain that you have metadata stewards that are formally accountable for the definition production and usage of that data all right so let's talk about the people who are going to hold accountable for the data and the metadata these metadata stewards so basically I typically break what people can do with data and now metadata into three categories and that is they can define it they can produce it they can use it and typically whatever you're thinking of that might fall outside of this thing is probably can be categorized under definition production or usage so the people who are accountable for the definition these are the people that are required to to define which business and technical data is necessary there are people in the organization say we need to collect information about this well there's also people in the organization that need to because metadata is such a widely ranging category of data they need to select what metadata is most important to your organization so the definition of the data and the metadata is extremely important so we want to make certain that we're holding people accountable for providing solid business definition to the data and also business definition to the metadata itself providing the business definition you know we need to provide business definition to both of these things and we need to give people the opportunity to provide feedback on that data and on that information that we're making available to them and as I mentioned earlier data stewardship is all about formalizing accountability for the management of something and in this situation it's data stewardship metadata stewardship it's formalizing accountability to the definition of the data and of the metadata that's important to the organization so the people who are accountable for the definition it's people that participate in defining what metadata you're going to collect providing the definition of the technical data that's going to be collected and even providing the definition of what that metadata means for the organization provide there's people that provide a means of collecting these definitions provide the access to the definition of the data and the metadata the metadata production as I keep saying it's not going to happen on its own we need to have people that are formally accountable for it and these are the people that are participating in the production of the data production of the metadata you know if we allow them to use cheeseburger definitions they're going to take the path of least resistance and they're going to provide the easiest definitions that they can but if you have standards for what those definitions look like and people are producing the data and producing the metadata to match those requirements you're going to have more value you're going to get more value out of that metadata and that's going to help you to drive more value from the data itself so we need people who are people who participate in recording the metadata whether it's through a data modeling tool or a data quality tool or whether they're practicing data science and data analytics there's a lot of metadata that's collected about the data through those processes and we don't want the that information just to stay in the tools that they're being entered into we need to take the covers off that metadata and make it available to people across the organization so collecting the appropriate metadata the people that participate in collecting the appropriate metadata you know they certainly have an accountability as well and then there's people that participate in the data and the metadata usage and these are the people that are using data to perform their job function using metadata to help them to understand the data better so they can better perform their job function these are the people that use the data to make decisions based on their knowledge of the data using the data to improve the operational efficiency and the operational effectiveness of managing these things as assets if we go back to the early slide I talked about managing these things as assets and a lot of the things that are necessary in order to do that and that includes improving the operational effectiveness and efficiency and using the data that's classified as sensitive or that must be protected these are people that are going to be accountable for the data and the metadata usage within your organization so the last thing that I want to talk about before I switch it back to Shannon and Danny and I take some questions are the people that really make a difference within your organization so you know so I'm going to talk about executive sponsorship of your metadata activities executive sponsorship of your data activities the people that are managing the governance effort the stewards and the stakeholders of both the data and the metadata so the executive sponsors certainly make a difference in fact as I mentioned in the best practices before you know the criteria I use for best practices if we need it you know we're going to be at risk if we don't achieve this best practice and the support sponsor and understand the data and the metadata governance and the needs for these governing needs for these governing activities certainly your organization is going to be at risk if your data is not governed or if they if the people at the executive level don't support sponsor and understand what the heck it is we're doing when it comes to data and metadata governance now these are the people that approve the efforts and approve the you know the people in the organization that are going to be accountable formally accountable for the data and the metadata recognize that you know the value these folks are make a difference because they recognize the value that comes from governed data and metadata they provide the appropriate human resources and other resources to your organization and one of the most important things is oftentimes at the executive level those are the people that approve the funding for the effort to start and maintain a data governance program and a metadata governance program they approve the funding for the acquisition of the enabling technology if you're going to be able to use any of these tools you know this leadership of your organization is going to need to understand why these things are important and the value that they're going to bring to governing data as an asset governance management makes a difference they also need to support sponsor and understand the activities they approve the efforts and hold certain people responsible for these activities so if you're going to apply metadata stewardship we need to keep them or hold them formally accountable they recognize the value that comes from the governed data and metadata they provide the human resources and often the people who are managing governance are the ones that are requesting the funding to start and to maintain programs associated with data and metadata governance and they request the funding for the acquisition of these technologies that are going to be beneficial to us the data and the metadata stewards make a difference and we need to communicate to them that the data and metadata won't govern itself now they need they understand the value they need to understand the value of governed data they recognize the benefits that they're getting from governing that data and metadata they are communicated with and they communicate their requirements for improving data and metadata they participate in those activities the definition production and usage activities of both data and metadata and they're the ones that are oftentimes involved in the in measuring the effectiveness effectiveness of our governed data and our governed metadata initiatives within our organization and the last group is the data and the metadata stakeholders you know I typically suggest that one of the best ways to convince your stakeholders that metadata and data management are really important is to ask them two critical questions and the first question is what can't they do now because they don't have confidence in the data and the information about the data that they need to produce their job or to follow through with their job so you know what can't you do what is preventing you from doing it what in terms of data and metadata is preventing you from being able to do the things if you had better understanding of the data if you knew how it was classified you knew where to go get it would that help you in your job and the second question which is a lot like the first is well what would you be able to do if you had improved confidence in the data if you had improved confidence in the metadata and there's really a third question that really relates to the first two which is you know understanding how governance actually relates to what they can't do and how governance relates to giving them the capabilities to do the things that they would do with the data and the metadata if they had improved confidence so share the value that they receive from governed data you know participate in the conversations about well what did it look like before and what's it going to look like in the future as we get more formal in how we govern the data and the metadata of our organization so in this webinar I talked about how governance applies equally to data and metadata I talked about the resolute effort and how that's necessary we talked about the governance of data and metadata and what that does to increase the value of the data and metadata I talked about the people who must be held accountable those metadata stewards are really important and then I talked about communicating that whole idea with the different stakeholders and with the different people that need to be communicated with in terms of the fact that the data and the metadata will not govern themselves and with that I want to turn it back to Shannon to see if we have any questions from today Bob thank you so much for another great presentation as always and to answer the most commonly asked questions just a reminder I will send a follow-up email by end of day Monday to everybody with links to the slides the recordings and the additional resources Bob mentioned there so diving in here to Bob and Danny you know what differences between what are the differences between non-invasive data governance adaptive and agile governance Danny I guess I'll take that I'm hoping you're going to take that one I'm very interested in hearing you can take on that as well but the terms adaptive data governance is not one that I'm real familiar with and I'm assuming that that means that it's adaptive to your organization and that as your organization changes it also can change with it the term agile data governance probably would be very similar to the definition of adaptive data governance in my book agile means that you know we don't we know we want to get things done quickly we want to do things in pieces you know non-invasive data governance first looks at the premise of we're already governing our data and we're already we're already stewarding our data but we're not doing it as formally as we need to and we can lead because it's informal it's leading to inefficiencies and ineffectiveness so if we can recognize where governance and stewardship is already taking place that's a good start in developing your data governance program so non-invasive data governance is basically based on that premise you know the other approaches of data to data governance that I am most familiar with are kind of the command and control approach which is now shall do this you know it doesn't matter how busy you are you must find time and it feels very threatening to the organization data governance sounds threatening to begin with and if we go with that command and control approach it's a lot different than saying hey you know what you're already governing the data we're going to help you to do it better and then the traditional approach is I liken it to the field of dreams or the movie field of dreams that if you build it they will come to a lot of organizations build governance programs and hope that the people of the organization gravitate towards those gravitate towards the program that you've defined so that's why I say if you build the program you hope the people are going to come to it I don't have a real good answer about adaptive governance and agile governance Danny can you help me out here well I'm not I just saw one of our attendees gave us gave us the clue to adaptive I guess that's a term from Gartner and it isn't the same as agile data governance but absolutely it's a it's a newer term to me and you know I think that that you know the non-invasive approach or the adaptive approach or adaptable approach or the agile approach I think it really speaks to the to the reality of two sides of the coin you can't let data governance get in the way of what it is that you're trying to do it's supposed to enhance that it's supposed to you know make as as Bob has said make things better and it also has to be ready to you know to pivot because what you have today will not be what you have tomorrow or the day after that the day after that so you know what I've seen in in terms of you know our customers and how they're approaching data governance especially as they look at taking that step to actually operationalizing it is is embedding the governance processes right along with the data management processes and the rest of those things right you know so so that when you're turning the ship everything turns together now is that an easy thing to do I think it comes back to to you know looking at what you're trying to achieve through governance the KPIs that you've associated with that and then looking at and making sure that governance isn't just looking at your your data landscape as it sits today but that you have great visibility into the roadmap of where you're going right so because that roadmap will allow you know just like everybody else has to prepare for you know some sort of significant change in in the database or something else like that so does data governance so you know if I can speak to experience with that with our customers it's really about making sure that you are in and all the folks that are responsible for data governance are aware of the entire you know pipeline of data in their organization as well as the roadmap for that pipeline so that they can be preparing and readying and understanding what's going to be different what's going to be the same what do I need to do different to react to this next new thing I think that was very well said Danny thank you let me say this about that okay well I think we have time for a couple more questions at least one more question in here so is data steward and metadata steward the same person for given data domain well it depends on what the domain is and so I use the word domain to mean subject area so subject areas of metadata may be different than subject areas of data so you might have customer and product and vendor and material and all of those things when it comes to your data can they be the same person well I think yes they can be the same person you know if somebody is defining that certain data around customer is important important enough to manage and having those same people having responsibility for putting good business definition to the data then for sure the data steward and the metadata steward can be the same person does it mean they are the same person not all the time you know the people that are producing the metadata may not be for example some of those front line people that are producing the data the people that are using the metadata well you know if it becomes a more formal that you have solid metadata for folks then you know potentially the users of the metadata may be the same people that are using the data so you know again it really depends on how you define domains but I say that at least part of the time yes the data stewards and the metadata stewards can be the same people yeah hey Bob and you know I I agree with you there Bob and it but I think that there's a key element there in terms of where that data steward comes from because you know there are different skill sets that are required to to be a data steward and a and a metadata steward especially in terms of how they're going to actually make that metadata stewardship and metadata governance a reality right so what I've seen in our customers is we have data stewards and data custodians and they work very closely together the data stewards really stewards the data and underneath the covers the data custodian while is steward is stewarding the data they're doing it from a metadata perspective and a more technical perspective so that's one approach that I've seen you know metadata stewardship metadata standards and metadata governance is something that you know and thank you Bob for for bringing this up because I've seen a lot of organizations do it through their data modeling practices especially if they formalize that practice where you can start to set metadata standards and specific requirements for a data model to be approved and to to you know move on through the life cycle and then leveraging you know review processes to make sure that's happened and I've seen people really increase the quality of their metadata by setting those rules up front because you know the data model is a great place to extend metadata that is you know naturally captured in a you know you know in a database catalog or somewhere else and you can print all that other context to it in that environment so a lot of folks doing that type of stewardship they probably didn't even know they were metadata stewards while they were doing it but they do now and they're probably going to ask for a raise but but you know it is a place where you can start to do that but you know and and I just like to say hallelujah Bob that you're bringing up metadata as an asset metadata quality and metadata governance because that's where it all starts the better you do that work the the better chance you have that the data that's sitting in those structures and being moved around your organization is good because it was designed to be good I agree well thank you both but I'm afraid that is all the time that we have for today but just to let you know I will get these questions over to Bob that didn't get answered or if you have more that you want to slip in here really quick I will get those over and I'll include the answers from those questions in the follow-up email which will go out by end of day Monday which will also include links to the slides and links to the recording as well as the other things requested and again thanks to Erwin and thanks Danny for sponsoring today's webinar and helping you to make all these happen thanks to all our attendees for being so engaged in everything we do we hope you all just have a great day and stay safe out there thanks guys thanks everybody thanks Bob thanks Shannon


Thank you so much. It's so I'm such a proud moment to be on the list not just once twice but three times and I feel so honored to be among such incredible women who've done such Amazing things and it makes me feel very proud. I think it's an amazing property I think you know an opportunity to celebrate so many women and in fact all of us has such busy lives We may not even know what women are doing in such great entrepreneurial enterprises So this is also an opportunity for us to meet for us to network to understand each other's businesses And I think it was so valid What what are the winners also said about how why don't we create some kind of mentorship program? I think that's an absolutely brilliant idea and I would a hundred percent love to be part of that And I think impact has a lot of fun with it They're using the hashtags now and they're sort of growing on social media. So I'm excited to be a part of it Leaders are leaders right whether they're men or women and I think good leaders in still in their team this sense of Pride and loyalty because they lead well and they teach well And I think maybe the difference between men and women is that women probably have a pretty high eq So their emotional quotient makes them bring a lot of empathy and kindness to the table when it's in the office space And men of course both of them have IQ as well But I have to say I work with a lot of women and a lot of men And you know I get to do all the fun stuff and be in front of the camera But my team is built of like 56 incredible people and my two business partners are men Mike Melly and my husband Nasha And I think it's you know There's something to be said about people who are able to work together in that environment And I never feel like oh they don't you know take my opinion seriously because I'm a woman in fact It's incredible to me that men like that support me so well And they're okay to be you know behind the closed doors and not get the limelight This is not something that I've achieved on my own


You win the job in training camp. Since then, you've been incredibly successful. The first start of your career has been really strong. Are you surprised by the success that you've had so early? It's a combination of hard work and just kind of like trusting in my ability a lot and the off-season work that I have done. I think that it's not as surprising to me just because of that. I feel like that I've transitioned from college in the last season that I had and kind of wanted to have some things to improve on. What were some of those things that you wanted to be intentional about improving right out of college? Yeah, I think my consistency, I really wanted to turn over a lot of balls. I really wanted to increase my hang time. That was one of the things in college that I was trying to strive for every year. And that last year, I kind of had a little bit more than I have in the past. So I really wanted to improve that. You're the first punter in NFL history to have three consecutive games.


Biofilms are essential to the survival of bacteria in harsh environments and can be found on a wide range of surfaces. These communities are composed of multiple species of bacteria and are formed when bacteria attach to a surface and begin to grow together. The rigidity of the surface plays a key role in how the bacteria interact with each other and how they form the biofilm. Soft surfaces allow more bacteria to attach and spread out, while harder surfaces restrict the growth of the biofilm. Additionally, the type of surface affects the production of certain proteins and enzymes, which can lead to different types of biofilms being produced. This article was authored by Sofia Gomez, Lionel Buro, Karen John, and others.


You need a financial advisor with the freedom to focus on your specific needs. Whatever your goals, Reeve Potter can create a game plan tailored to you. Call Reeve at 432-0777 at Pikeville, Kentucky to learn more. The Appalachian Wireless Arena will be hosting its second annual Pikeville Gun and Knife show April 2nd and 3rd. Yep, we've got the, so we have the Gun and Knife show coming back. It was here last year, we're excited for it. We had a great crowd last year, it'll be a good crowd this year. The show will be held Saturday 9 a.m. to 3 p.m. and Sunday 10 a.m. to 4 p.m. It's a little bit of everything from guns to knives to different kinds of bullets, ammunition, all that good stuff. There'll be plenty for the hunter, the collector to do, that's for sure. Tickets are $9 for adults and kids 12 and under are free. Tickets can be purchased at the door. For Mountain Top News, I'm Brianna Robinson.