OdeaBank Data Governance Modernization: Turning Data into a Strategic Asset

In four months, with a holistic model built on governance and technology, we transformed data at OdeaBank from a stored resource into a strategic asset that feeds decisions. As Doğuş Teknoloji, our goal was not merely to manage data, but to tie it directly to business outcomes.

Approach | Two Core Pillars

• Data governance consulting: Roles and responsibilities (RACI) were clarified; with expert working groups, data ownership was operationalized. By preparing process/standard documents for data discovery and the data catalog, a common language and operating model were established.

• Technology integration: All governance practices were migrated to the IBM Knowledge Catalog. Detailed product training was delivered to the team. A centralized data catalog was created to ensure asset visibility; personal data within the scope of KVKK was identified and classified. For data quality, a scoring/prototype was developed on customer data, laying the foundation for the improvement roadmap.

Outcomes Achieved

• All data governance activities were moved to the IBM Knowledge Catalog Platform, and the OdeaBank Data Governance team received comprehensive training, ensuring traceability and sustainability.

• The bank’s centralized inventory was created by identifying all data assets.

• Personal data was identified and classified to support KVKK compliance.

• A quality and scoring–focused prototype was developed on customer data, establishing a foundation for future projects.

Through this collaboration, OdeaBank evolved from merely storing data to an organization that places data at the center of strategic decisions. The model designed by Doğuş Teknoloji grounded the bank’s decisions on stronger foundations and elevated its data governance maturity to the next level.