Challenges and Goals Shape the Future of Data Democratisation at LSEG
Empowering people through data privacy, strategy, and culture to unlock the full promise of analytics
Despite the rapid rise in data-driven tools, many organizations—including some of the world’s largest—face a fundamental challenge: aligning people, processes, and technology to deliver meaningful results. At the heart of this struggle is a persistent disconnect between the promise of data and the value it actually delivers.
For Sarah-Jane Johnson, Director of People Data, Governance and Business Intelligence at the London Stock Exchange Group (LSEG), this issue isn’t just technical—it's deeply human.
“One of the biggest challenges we face is the gap between what leaders believe about data and the value we’re driving from it,” Johnson explained. “Time and again, I see this disconnect hinder progress.”
Her future-facing goal is ambitious: to embed data literacy, privacy, and accountability into every layer of the organization, ensuring that data isn’t just a tool for analysts but a shared asset for all employees.
“We want to bring people along with us—not just those of us who are engaged in analytics and AI, but also those who don’t currently see data as part of their job,” she said.
At the Tech Show London, held at Excel in London on March 13, 2025, Johnson addressed a packed audience with a talk titled "People at the Heart of Data Privacy, Practice and Democratisation in a Data-Driven World." Her presentation outlined a clear roadmap: seven core components necessary to put people at the center of data transformation.
“I don’t do data.” That statement, made by a senior colleague three years ago, still echoes in Johnson’s mind. “It stuck with me because I was surprised someone would have that point of view. But I was also surprised that our environment was such that she felt confident to admit it.”
Today, that colleague has transformed, speaking “credibly about data and the goals that need to be driven to change behavior.” This transformation illustrates Johnson’s core belief: people can evolve with the proper support and ownership.
The Path Forward: From Privacy to Culture
For Johnson, privacy isn’t just a compliance box—it’s the foundation of trust.
“Privacy is a human right, but it also makes business sense,” she asserted. “83% of customers will consider the extent to which they trust a company with their data when deciding to engage with them.”
Employees, too, are more likely to stay and perform when they trust their employer’s data practices.
She argued for a cross-functional approach: “It’s not privacy as the police, but creating a privacy-led mindset. Everyone needs to respect and protect the data, and it is everyone’s job to do that.”
Johnson advocates building a corporate ethics charter and setting up councils to embed privacy in day-to-day decision-making.
Following privacy, Johnson emphasized co-created data strategies that are deeply rooted in business objectives but inclusive of people who don’t traditionally see data as their domain.
“Start by co-creating. Don’t just go to your usual faces.” She stressed relentless communication: “Communicate, communicate, communicate throughout your journey.”
Her approach to accountability is equally bold.
“Data should not live in a vacuum, owned solely by data teams. Business leaders must own it.” She provided concrete examples from LSEG: “Our head of talent is responsible for all talent data. Our head of equity, diversity, and inclusion owns the diversity data.”
Each data owner is supported by a chief data officer, technology partners, and data governance experts.
Embedding these responsibilities in performance management is key.
“We have a set of controls for data owners, and we expect them to include data objectives in their performance reviews,” Johnson explained. “Every data owner has at least one data-related objective.”
‘Culture Eats Strategy for Breakfast’
Quoting Peter Drucker, Johnson emphasized that culture is the linchpin of success. “Start by understanding the beliefs people hold about data. Then define the beliefs you want them to have and translate those into specific behaviors.” Leadership must model these behaviors.
“If people look at leaders and don’t see these behaviors, it’s ineffective. The shadow they cast is much stronger than what they say,” she said.
She illustrated the following example: “If you want people to believe customers can trust us with their data, behaviors should include prioritizing data protection, using data as intended, and adhering to information security policies.”
Embedding these behaviors into recruitment, performance, and other business processes solidifies the culture.
On skills development, Johnson advised a persona-based approach—segmenting employees by impact and interest.
“Invest most of your training in high-interest, high-impact employees. Then work on engaging those with high impact but low interest,” she said.
Peer-led learning, hackathons, certifications, and internal case studies were among the tools she recommended.
“Build nudges into the flow of work,” she suggested. “At key times, use reminders, dashboard prompts, and other cues to encourage desired behaviors.”
Johnson also addressed democratizing data access, citing a major gap: “87% of leaders believe frontline employees should be empowered, but only 7% have actually put analytics tools in their hands.”
She called for robust governance, clear security entitlements, and user-centered design. “This can start simply with existing tools and evolve into more sophisticated dashboarding and AI-enabled platforms.”
Sustaining Momentum and Building Trust
Sustaining momentum is the final piece of the puzzle. Use a diverse range of formal and informal channels and ensure that messages come from multiple voices, not just data leaders.
Transparency, especially about data quality and uncomfortable truths, is essential.
When asked how to build trust when data reveals bad news, Johnson was clear: “Be honest where there are issues with your data. No data is perfect. And leadership must accept bad news—people need to know it’s okay to report it.”
In a world where trust is fragile and data is powerful, Johnson’s message is timely and vital. Data alone doesn’t transform organizations—people do. By putting people at the heart of data strategy, LSEG is building a future where data drives value, trust, and shared success.
London Stock Exchange Group (LSEG) is a global powerhouse in financial markets infrastructure, serving over 44,000 customers in 170 countries. With roots extending back over 300 years, LSEG supports the full lifecycle of trade—from pre-trade decisions to capital raising, trade execution, and risk management. Employing more than 26,000 people across 65 countries, LSEG provides financial data, analytics, and index products, helping economies grow sustainably while maintaining financial stability.