We live in an era in which information has established itself 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 emerges: aligning corporate practices with the demands of increasingly complex and convergent global regulations. I believe that preparing for this new phase requires a profound redesign of data governance.
Companies need to 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 the General Data Protection Law (LGPD) in Brazil, the California Consumer Privacy Act (CCPA) in the United States, the China Data Protection Law (PIPL) in China, and more recently, advanced discussions on a single regulation in the Association of Southeast Asian Nations (ASEAN) and a GDPR review by the European Commission. This represents a new generation of regulations 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 that showed 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 moving beyond being a compliance function to become part of a brand’s digital trust and reputation strategy. A survey by Gartner, an IT and business research and consulting firm, emphasized that by 2026, more than 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 that want resilient and future-proof data governance:
Global Governance, Local Compliance: Governance needs to be thought of in layers. At the top, a unified global framework that establishes general principles of data protection and ethical use, such as transparency, accountability, and privacy by design. In parallel, compliance must be tailored to each jurisdiction. The key is to accurately map where and how data is processed and align these operations with local laws, without losing sight of the overall picture.
Data Stewardship as a Corporate Culture: It’s no longer enough to have a Data Protection Officer (DPO) or a privacy committee. Data governance needs to be cross-functional, 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 into the company’s culture. This requires ongoing training and clear accountability metrics.
Resilient technical architectureFrom a technological perspective, organizations need to 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 enforcing access and usage policies. The adoption of zero-trust solutions and advanced encryption will be increasingly mandatory.
Preparation for audits and certifications: The new regulations indicate a clear trend: stricter oversight and greater appreciation for international certifications, such as ISO 27701 and the NIST Privacy Framework. Companies that want to operate globally need to structure processes to respond promptly to regulatory audits and obtain certifications that serve as a seal of compliance. This preparation includes everything from automated reports to periodic incident simulations.
Data ethics and social responsibility: More than simply complying with the law, future data governance will need to respond to social expectations regarding digital ethics. With the advancement of AI and predictive analytics, debates about algorithmic discrimination, surveillance, and behavioral manipulation are emerging. Companies that position themselves proactively, with data ethics committees, clear policies on the use of AI, and public commitments to protecting fundamental rights, will have a competitive and reputational advantage over their competitors.
I understand that regulatory compliance is a starting point, not the final destination. The real transformation lies in seeing data governance as a driver of value and trust. Corporations that understand this today will be prepared to navigate the global digital economy with security and strategic advantage. The future of data governance belongs not to those who resist regulation, but to those who anticipate it and transform it into a competitive differentiator.
