TEAM Cloud urges Māori data governance in New Zealand

TEAM Cloud has called on organisations in New Zealand to adopt Māori data governance frameworks, with the case set out by Chief Technology Officer and Director Volker Schaberg.

He argued that Māori data should not be treated like other information assets because it is tied to identity, whakapapa and collective wellbeing. That distinction, he said, should shape how organisations collect, store, govern and protect data relating to Māori people, communities, resources and environments.

The comments come as public and private sector bodies in Aotearoa place greater focus on data use as part of broader digital transformation. In Schaberg's view, organisations are being pushed beyond conventional data management models towards approaches that recognise Māori rights, interests and responsibilities in relation to data.

Authority and control

Schaberg described Māori data governance as a question of authority, based on the principle that Māori should have control over data connected to Māori. He linked that position to the concepts of rangatiratanga, kaitiakitanga and manaakitanga.

As outlined in the article, these principles cover self-determination and control, guardianship and protection, and care, respect and benefit. Frameworks in this area argue that Māori data should be governed by Māori, used to produce positive outcomes for Māori, and protected from misuse, misinterpretation and exploitation.

He framed the issue as going beyond culture alone, arguing that Māori data governance is increasingly recognised in New Zealand as a foundation for ethical and effective data use.

Why it matters

One reason is the growing expectation that organisations show alignment with Te Tiriti o Waitangi in procurement and government settings. Schaberg said that extends to data practices, particularly where information relates to Māori communities.

Trust is another factor. Organisations that do not respect Māori data sovereignty risk damaging long-term relationships, while those that build governance into their operations can strengthen trust and credibility.

He also linked governance to the quality of analysis and decision-making, saying that when Māori data is interpreted and governed in ways that reflect its context and meaning, the insights are more accurate, relevant and useful.

Operational gaps

Many organisations still struggle to turn these principles into practice. Schaberg attributed part of that gap to existing technology environments, which were not designed with cultural governance models in mind.

Legacy systems often leave data spread across multiple platforms, making it harder to maintain oversight, apply consistent policies and understand how information is being accessed or used.

As a result, governance can remain at the policy level without being embedded in daily operations, creating a disconnect between stated intent and actual practice.

Schaberg said this should be approached as a broader shift in how organisations think about data. Rather than viewing it as something to own, he argued, organisations should see it as something for which they carry responsibility.

"As Aotearoa New Zealand continues its rapid digital transformation, data has become one of the most valuable assets organisations hold. It informs decisions, drives services and increasingly shapes how we understand communities and outcomes.

For Māori, however, data is not just another asset to be stored, analysed and monetised. It is a taonga, something of intrinsic value, deeply connected to identity, whakapapa and collective wellbeing. This distinction matters because it fundamentally changes how data should be treated, governed and protected.

Organisations working with Māori data are therefore being challenged to move beyond traditional data management approaches and adopt frameworks that recognise Māori rights, interests and responsibilities in relation to that data.

At its core, Māori data governance is about authority. It reflects the principle that Māori should have control over data relating to Māori people, communities, resources and environments.

This is grounded in several foundational concepts: rangatiratanga, the right to self-determination and control; kaitiakitanga, the responsibility of guardianship and protection; and manaakitanga, the obligation to ensure care, respect and benefit. Frameworks developed in this area articulate these principles clearly. They emphasise that Māori data should be governed by Māori, used to generate positive outcomes for Māori, and protected from misuse, misinterpretation or exploitation.

This is not just a cultural preference. It is increasingly recognised as a necessary foundation for ethical and effective data use in Aotearoa.

There are several reasons Māori data governance is becoming a central consideration for both public and private sector organisations.

First, there is a growing expectation from government and procurement frameworks that organisations demonstrate alignment with Te Tiriti o Waitangi. This includes how data is collected, stored and used, particularly where it relates to Māori communities.

Second, trust has become a critical factor. Organisations that fail to respect Māori data sovereignty risk damaging relationships not just in the context of a single project, but across long-term partnerships. By contrast, those that embed appropriate governance can strengthen trust and credibility.

Finally, better governance leads to better outcomes. When Māori data is interpreted and governed in ways that reflect its context and meaning, the insights generated are more accurate, relevant and ultimately more impactful.

Despite strong intent, many organisations struggle to operationalise Māori data governance in practice.

This is often due to the limitations of existing technology environments. Legacy systems were not designed with cultural governance models in mind. Data is often fragmented across multiple platforms, making it difficult to maintain oversight or enforce consistent policies. In many cases, organisations lack the visibility needed to understand how data is being accessed or used.

As a result, governance becomes something discussed at a policy level, but not fully realised in day-to-day operations.

Māori data governance is not just about compliance, nor is it a box to be ticked. It represents a shift in how organisations think about data, from something they own to something they are responsible for.

For organisations willing to embrace this shift, the benefits are significant. Stronger relationships, better insights and more meaningful outcomes all flow from getting this right.

As Aotearoa continues its digital journey, Māori data governance will increasingly move from being a consideration to being an expectation. The organisations that lead in this space will be those that recognise its importance early and act with intent," Schaberg said.