We live in an era where information has solidified as a central strategic asset for companies across all sectors. With the acceleration of digital technologies and the expansion of the data economy, a new challenge arises: aligning corporate practices with the demands of an increasingly complex and convergent global regulation. I observe that preparation for this new phase requires a profound redesign of data governance.
Companies must understand that regulations are no longer local events but part of an interconnected global ecosystem. The European Union’s General Data Protection Regulation (GDPR) set the tone in 2018, followed by laws such as Brazil’s General Data Protection Law (LGPD), the California Consumer Privacy Act (CCPA) in the United States, China’s Personal Information Protection Law (PIPL), and more recently advanced discussions about a unified regulation in the Association of Southeast Asian Nations (ASEAN) and a revision of the GDPR by the European Commission. This is a new generation of norms that not only protect personal data but also impose rules on artificial intelligence, international data transfers, and cybersecurity.
Forrester, a research and consulting firm, conducted a study showing that 70% of companies plan to expand their data governance to encompass algorithmic and ethical responsibility, in addition to privacy, revealing that data governance is no longer just a compliance function but is becoming part of digital trust and brand reputation strategies. Meanwhile, a Gartner study, an IT and business research and consulting firm, emphasized that by 2026, over 60% of large organizations will have formal AI governance programs, driven precisely by global regulatory pressure.
Given this scenario, I see five essential pillars for companies seeking resilient and future-ready data governance:
Global governance, Local compliance: Governance must be thought of in layers. At the top, a unified global framework that establishes general principles for data protection and ethical use, such as transparency, accountability, and privacy by design. In parallel, there must be compliance adapted to each jurisdiction. The key lies in precisely mapping where and how data is processed and aligning these operations with local laws without losing an integrated view of the whole.
Data Stewardship as corporate culture: It is no longer enough to have a Data Protection Officer (DPO) or a privacy committee. Data governance must be transversal, involving areas such as IT, legal, compliance, human resources, and marketing. The concept of data stewardship—shared responsibility for data quality and security—must be embedded in the company’s culture. This requires continuous training and clear accountability metrics.
Resilient technical architecture: From a technological standpoint, organizations must invest in architectures that support future regulatory requirements, such as data portability. This means systems capable of auditing, maintaining records, and tracking data, as well as applying access and usage policies. The adoption of zero-trust solutions and advanced encryption will become increasingly mandatory.
Preparation for audits and certifications: New regulations indicate a clear trend: stricter oversight and valuation of international certifications, such as ISO 27701 and the NIST Privacy Framework. Companies aiming to operate globally must structure processes to promptly respond to regulatory audits and obtain certifications that serve as compliance seals. This preparation includes everything from automated reports to periodic incident simulations.
Ethics and social responsibility of data: Beyond complying with the law, future data governance will have to meet societal expectations about digital ethics. With the advancement of AI and predictive analytics, debates arise about algorithmic discrimination, surveillance, and behavioral manipulation. Companies that position themselves proactively—with data ethics committees, clear AI usage policies, and public commitments to protecting fundamental rights—will gain a competitive and reputational advantage over their competitors.
I understand that regulatory compliance is a starting point, not the final destination. The true transformation lies in seeing data governance as a vector of value and trust. Corporations that grasp this today will be prepared to navigate the global digital economy with security and strategic advantage. The future of data governance does not belong to those who resist regulation but to those who anticipate it and turn it into a competitive differentiator.
