Building a data and analytics culture at Rabobank

In a recent interview, Joris Lindenhovius, Head of Data Management at Rabobank, and Rewire Principal Ties Carbo discuss Rabobank’s journey to establish robust data governance and foster a data-driven culture across its workforce, highlighting the technical and human elements essential for success. The discussion sheds light on the power of shared responsibility, strategic governance, and hands-on training to embed data as a core asset within a company.

Watch the full interview

The transcript below has been edited for clarity and length.

Ties Carbo: Joris, thanks for joining us on this interview. Can you please introduce yourself?

Joris Lindenhovius: I work at Rabobank and I'm the head of the data management department. I'm responsible for data management standards, having oversight of the implementation of those standards and making sure that our data is of the highest quality and always available and accessible to everyone within the bank.

We have data management as a strategic topic within Rabobank. So we report back to the managing board on its progress. Our vision is of taking stock of our most business critical reports and models, making sure that we implement our data management standards, and reporting to the managing board because it's a strategic topic – not only for us, but also for the supervisor. So scoping, focusing and monitoring our progress, because it's part of our vision.

Ties Carbo: Can you elaborate on a data-driven application or AI use case that had a significant impact?

Joris Lindenhovius: My team is a policy team. We draw up data management standards and we have the oversight bank-wide on the implementation but we're not responsible for the implementation itself. So if you look at success, it's about drawing up a master plan where you have a five-year commitment from the managing board, and a five-year budget to make that impact. So making sure that data is a strategic asset is one of our biggest successes.

Secondly, we have three levels of data governance: we have a data governance board at a strategic level, with participation of the managing board. We have a tactical committee. We also have an operational board that steers our data management program. And we are continuously refining and improving our governance. That can be seen as a success.

Data management is not only about technology, it's not only about plans, it's also about people.

Joris Lindenhovius

Data management is not only about technology, it's not only about plans, it's also about people. With the literacy team, the [GAIN-enabled] academy in place, my people deliver data training one day per week to the 42 thousand employees of the bank. We have a mandatory training, e-learning trainings. That's a huge success because it makes people aware of the fact that they're part of our data challenges.

Then we have a sponsor program that the managing board and the people under it must take to understand their position vis-à-vis our data challenges. This is also a big success. Finally, we just have to make sure that we keep on doing this and we keep on being successful in implementing our data management standards.

The biggest lesson is that you cannot do it alone. You have to share the responsibilities. Appoint data owners.

Joris Lindenhovius

Ties Carbo: What lessons could you share with others, whether banks or other companies?

Joris Lindenhovius: The biggest lesson is that you cannot do it alone. You have to share the responsibilities. Appoint data owners: make report owners or model owners responsible for the quality of the data, even though they have a limited amount of influence. But they have to know that they're responsible for it and they have to organize things. So sharing the ownership, sharing the responsibilities, I think is one of the biggest learnings. It's not just about training them, but it's also about putting them into the position – with the help of governance layers – to do their work. All of them are really busy and we're just adding new roles and responsibilities. So they have to understand what's in it for them. You teach that in the beginning and afterwards you hold them responsible for doing what they should be doing. You also help them by giving them insights, data and information to see whether we are moving in the right direction. But the biggest learning is sharing their responsibilities throughout the organization and putting people in a position to transform the organization into a data-driven organization.

Ties Carbo: How is it to work with Rewire? What stands out for you?

Joris Lindenhovius: I've been directly involved with Rewire at two companies, as part of creating a data-driven culture – or a data analytics-driven culture. I think the most important thing is that you take people away from their day-to-day job and have them focus during a full day or multi-day training on what is data, what is data analytics, what it means for you, and engage them through exercises to create that energy on this specific topic. Because before that it's mostly an opinion that they have because of the articles that they've read. By engaging them through a [data training] program you can tap into what it data is and what it means for them. That's what I was involved with at KPN and later at Rabobank – creating that culture using these training sessions. So taking employees out of their normal work – not an hour, not two hours – but for a whole day or two, put them through a program and letting them understand what data is and what it can be. That's what I think of when I think of Rewire.

About the authors

Joris Lindenhovius is an expert in data management and strategy, currently serving as Head of Global Data Management at Rabobank. With over 20 years in the field, Joris has held key leadership roles across sectors, including as Chief Data Officer at KPN, where he led the transformation of KPN’s data program and centralized data organization. He’s known for his deep expertise in data governance, data quality, and building data-driven cultures within organizations.

Ties Carbo is Principal at Rewire.