DIGITAL PAKISTAN
In today’s digital world, where algorithms influence everything from who gets a loan to which students qualify for scholarships, one question has become increasingly critical: who truly controls the data driving these decisions?
The rise of artificial intelligence (AI) and data-driven governance has made it clear that information is power -- and that power must be shared fairly. This is where the idea of data agency steps in.
At its heart, data agency is about giving individuals, organisations and governments the ability to control, understand and benefit from their data. It is a shift from being passive data subjects -- constantly tracked, profiled and analysed -- to becoming active participants in the digital ecosystem. It is not only about privacy or protection; it is about participation, accountability and empowerment in the emerging data economy.
The growing importance of this idea is reflected in the numbers. According to Grand View Research, the global data governance market, which underpins data agency, was valued at $3.35 billion in 2023 and is projected to reach $12.66 billion by 2030, growing more than 21 percent annually. Another study by The Business Research Company estimates a $4.35 billion market in 2024, with similar exponential forecasts through 2029. These statistics reveal a global realisation: without governance, there is no meaningful control over data -- and without control, there can be no trust.
A 2025 Integrate.io survey found that 62 per cent of technology leaders see weak data governance as the biggest barrier to AI advancement. Meanwhile, Precisely reports that 71 per cent of organisations now have formal data governance programmes -- up from 60 per cent a year earlier. The message is unmistakable: as AI adoption accelerates, data agency is becoming both an ethical necessity and a strategic advantage.
But perhaps the most profound impact of data agency lies in its relationship with human agency -- our capacity to make choices, exercise judgment, and shape our own lives. When decisions that affect us are made by opaque algorithms trained on invisible data, human agency begins to erode. The danger is subtle but real: people may start to defer to machines, assuming their decisions are objective or inevitable. Without intervention, society risks turning humans into passive recipients of algorithmic choices rather than active participants in decision-making.
Data agency restores that balance. By enabling people and institutions to see, question and control how their data is collected and used, it reclaims human oversight in an automated world. When citizens can audit the data behind AI decisions -- from loan approvals to job screenings -- they are not just protecting privacy; they are defending autonomy. In this sense, data agency is not a technical reform but a human-centric movement that ensures technology serves human judgment, not the other way around.
The more control we regain over our data, the stronger our human agency becomes. To preserve humanity in the machine age, we must first reclaim our right to decide what our data can -- and cannot -- do
This restoration of human agency also rebuilds trust. When people understand how their data contributes to outcomes, confidence in both institutions and technology grows. Governments around the world are introducing laws that require transparency in cross-border data flows and algorithmic decision-making. The European Union’s Data Governance Act is a leading example, but the same principles apply everywhere -- including in Pakistan, where the government’s Digital Pakistan and AI Policy Frameworks can embed citizen-centric governance as a cornerstone of national transformation.
Economically, the case for a data agency is just as strong. Organisations that manage data responsibly are not only more compliant, but also more competitive. Studies show that companies with mature governance systems deploy AI three times faster and enjoy 60 per cent higher success rates in their digital projects. Control over data means control over innovation and, by extension, over destiny.
Still, the path forward is complex. Power imbalances persist between large technology platforms and individual users. Data standards vary across borders. And even when people have legal rights over their data, few understand how to exercise them. Building a culture of data agency requires more than regulation; it demands education, digital literacy, and transparency tools that make participation simple and meaningful.
For governments, particularly in developing economies, this is a chance to lead by design. As digital public infrastructure expands -- from identity systems to digital payments -- embedding data agency is vital. Imagine a national digital ID platform where citizens can view, transfer, or revoke data permissions in real time. Imagine a government dashboard that shows how personal data supports public services, from healthcare to taxation. Such systems would not only increase efficiency but also strengthen democracy by putting control back into citizens’ hands.
Ultimately, the future of human freedom in the digital age will depend on who controls the levers of data. Just as the industrial revolution was defined by who owned the factories, the AI revolution will be defined by who governs the data. Countries and organisations that embed agency into their governance models will not only comply with global standards; they will lead the world in fairness, innovation and trust.
In the age of AI, data is power -- and agency is freedom. The more control we regain over our data, the stronger our human agency becomes. It is a simple but profound truth: to preserve humanity in the machine age, we must first reclaim our right to decide what our data can -- and cannot -- do.
The writer is the global head of professional services at NETSOL Technologies.