A clear signal that a strategy framework is no longer working is when there’s noticeable misalignment with the organisation’s overarching business strategy. When data initiatives fail to support or adapt to shifting strategic priorities—such as changes in service delivery models, regulatory obligations, or institutional goals—the framework becomes ineffective. You’ll also see signs like poor stakeholder engagement, fragmented governance, low adoption of data products, and decisions being made without trusted or timely data.

Changing the framework starts with re-engaging the business—understanding where the organisation is heading, what problems it needs to solve, and how data can enable that. It requires a top-down and bottom-up review: assessing strategic alignment, maturity of current capabilities, and the pain points experienced by users. From there, we can co-design a refreshed framework that realigns data governance, architecture, literacy, and analytics to better serve the current and future needs of the business.

Ultimately, the data strategy should be a living framework—shaped by strategic direction, not static process. When that connection frays, it’s time to evolve.