What happens when a multi-million-dollar technology overhaul hinges not on cutting-edge software, but on the human touch of data management? At CPS Energy, San Antonio’s municipally owned utility, this scenario unfolded with remarkable clarity, as a bold focus on data stewardship became the linchpin of a massive enterprise resource planning (ERP) transformation, turning potential disruption into a model of success. This story isn’t just about systems—it’s about how people, empowered with the right structure and support, can steer an organization through complex change.
The Critical Role of Data in Modern Utilities
In an era where operational efficiency defines survival in the utility sector, data governance stands as a non-negotiable priority. Industry surveys reveal that nearly 75% of organizations now place governance at the forefront of large-scale projects like ERP implementations. For CPS Energy, the stakes were high: ensuring seamless data integration across departments while meeting tight deadlines. This challenge underscores a broader truth—data isn’t merely a technical asset; it’s the foundation of strategic decision-making and stability during rapid transformation.
The significance of this focus cannot be overstated. Without a robust framework to manage data, utilities risk costly delays, misaligned operations, and even regulatory pitfalls. CPS Energy recognized early on that their ERP journey, spanning from 2025 to 2027, demanded more than software upgrades—it required a cultural shift toward prioritizing data as a shared responsibility. This realization set the stage for a groundbreaking approach to stewardship that other organizations can learn from.
Unpacking the Strategy Behind the Success
CPS Energy crafted a data stewardship strategy that transformed abstract governance into concrete results. At its core was a three-tiered framework launched this year: a Data Governance Council for high-level oversight, a Data Governance Office for operational coordination, and 97 data stewards acting as frontline advocates. This structure ensured clarity, with each level having defined roles to prevent overlap and confusion during the high-pressure ERP rollout.
Beyond structure, accountability played a pivotal role. Metrics such as an 84% training attendance rate, progress on data catalogs, and regular feedback surveys provided measurable insights into engagement. These numbers weren’t just for show—they allowed the utility to identify gaps and refine support, ensuring no steward fell behind. Additionally, tangible outcomes like 1,700 documented business glossaries demonstrated how data stewardship directly fueled the ERP program’s needs.
Support was another cornerstone, designed with empathy for stewards juggling primary roles. Tools like a SharePoint portal for resources and scheduled office hours addressed time constraints, creating a safety net for those stretched thin. This balance of rigor and understanding fostered a sense of community, proving that governance thrives when people feel valued rather than burdened.
Hearing from the Champions on the Ground
Insights from key figures at CPS Energy paint a vivid picture of this initiative’s impact. Marty Nash, a leader in the program, highlighted the power of data-driven focus, noting, “Monthly reports to the council kept us agile—we could pivot strategies based on real numbers.” This emphasis on metrics ensured the project stayed on track without losing sight of overarching goals.
Samantha Pixley, another vital voice, stressed the urgency of clear messaging during tight timelines. “Every communication had to hit the mark; there was no room for clutter,” she explained. Her perspective reveals how streamlined updates and targeted events like kick-off gatherings maintained momentum among stakeholders, even under pressure.
Sarah Neill, reflecting on practical tools, called the SharePoint portal a “game-changer” for busy stewards. “It was everything in one place—training, templates, catch-up materials,” she said. These firsthand accounts, shared at a recent industry conference, illustrate a unified vision where data precision and human support worked hand in hand to drive transformation.
Lessons to Apply in Data Governance Efforts
The journey of CPS Energy offers actionable takeaways for any organization tackling data governance amid major change. Establishing a clear structure is paramount—defining strategic, operational, and tactical roles prevents ambiguity and aligns efforts. Mapping specific needs to these tiers can create a tailored framework that fits unique organizational contexts.
Metrics should also guide engagement, with measurable indicators like participation rates or documentation progress highlighting strengths and weaknesses. Regular reviews, perhaps monthly, allow for early intervention if disengagement surfaces. This data-driven approach ensures accountability without overwhelming team members who already manage demanding primary duties.
Finally, empathetic support and focused communication are essential. Providing accessible resources and limiting governance tasks to a small percentage of weekly responsibilities can prevent burnout. Celebrating milestones and fostering community through events keeps morale high, ensuring that stewardship becomes a shared mission rather than a chore.
Reflecting on a Path Well-Traveled
Looking back, CPS Energy’s data stewardship efforts marked a defining chapter in their ERP transformation. Their structured framework, bolstered by metrics and empathy, not only met immediate project demands but also cultivated a culture of data responsibility. High engagement and comprehensive documentation stood as testaments to what focused governance could achieve.
Moving forward, the utility’s next steps involve deepening this foundation with data quality training, a logical progression to refine their already impressive strides. For other organizations, the lesson is clear: prioritize people as much as technology in data initiatives. By embedding stewardship into everyday operations with thoughtful strategies, future transformations can mirror this success, turning complex challenges into opportunities for growth.
