The Role Of Chief Data Officers in a World Of Data Utopia

| |

Utopia is defined as “an imagined place or state of things in which everything is perfect.” However, perfection is  rather illusive and frivolous concept. What is important is the very concept which is ultimately what you hope to achieve with one of your organisation’s greatest assets. 

Close your eyes, and imagine a place where information from data lakes cascade seamlessly down the various trenches of your enterprise infrastructure to service the needs of your internal consumers. Where data captured is already cleansed, accurate and fit for purpose. Your customer information is readily accessible and liberated from the confines of disparate siloes into one, fully integrated data warehouse. 

Now I want you to imagine the obstacles holding you back from effective Data Governance, falling like dominoes, paving the way for innovation and the ability to capitalise on robotics, artificial intelligence, machine learning and self-service analytics that’s as intuitive as a Google search. Data science, analytics, management and operations all perfectly aligned with your business strategy and driving value for your organisation. Is this data utopia?

Data Utopia and the Chief Data Officers

The dictionary defines utopia as “an imagined place or state of things in which everything is perfect.” However, perfection is rather illusive and frivolous concept. So when I refer to a “data utopia” this is likely to conjure up an array of connotations amongst Chief Data Officers and data executives alike, influenced by their own strategic thinking, experiences and organisation’s prime objectives.  The latter of which, I believe, should be the greatest factor in shaping data initiatives as data strategy should be fundamental to optimising business outcomes.

Which brings me back to the notion of data as an asset that can provide numerous benefits and competitive advantages. However, without a strategic vision to get this asset working to supplement your goals and catalyse value creation further, data runs the risk of becoming a liability.

Why organisations must have CDOs

IBM’s CDO Playbook stated that organisations with a CDO are 1.7 times more likely to have a big data and analytics strategy and most Chief Data Officers are in agreement that analytics and data science will form the pillars of an organisation’s journey to becoming truly data-driven. This is emphasised by Fabrice Otano, Chief Data Officer at Accor who told me that “delivering hot analytics, mainly data visualisation based tools and communication” are amongst his key objectives. Gary Goldberg, Chief Data Officer at Mizuho International further cemented the importance of analytics at our CDO Roundtable by stating, “The CDO should drive the entire data strategy including Data Analytics work”. He then went on to state that “One of the key challenges for a CDO is to ensure that data is made accessible and easy to use.  Users need to be given the tools to extract value from the data”. Hence if CDO's and their subsequent organisation’s wish is to reach data utopia, is data analytics democratisation the holy grail?

Data democratisation is by no means a new concept, however, moving beyond a centralised data function and working towards the ubiquitous use of data analytics across the organisation certainly has it’s benefits,  with Gartner’s hype cycle for emerging technologies predicting a plateau of productivity in relation to what they call “citizen data science” and “advanced analytics with self-service delivery” in the next 2 to 5 years.

Is Data Utopia an ambitious theory?

Although data analytics democratisation does appear attractive, Graeme McDermott, Chief Data Officer at Addison Lee explored the pros and cons when asked his thoughts on the impact to business performance and drawbacks, “(Data analytics democratisation) It empowers end users to visualise and ask questions of the data to support business challenges. (Drawbacks) The drop off in numeracy in graduates sees more and more people needing hand holding through the most basic of analysis? I still expect CDOs to preside over multiple data sources and tools…commercially it won’t always make sense to do the right thing and centralise data with federated access from single tool.”

I had the pleasure of discussing the role of the CDO with Jon Catling, Director of Global Data Architecture at Las Vegas Sands Corp. where he articulated the CDO as “a transient job, one that sooner rather than later must go away. It serves the purpose of enabling the manifestation of a concept.”

Perhaps the idea of data utopia is a na├»ve and overly ambitious theory, however, what is important is the very concept which is ultimately what you hope to achieve with perhaps one of your organisation’s greatest assets. What does that look like?

As you re-imagine data utopia, does the Chief Data Officer exist at all or are they perhaps the vehicle which allowed the organisation to reach the promised land?

Join us at Chief Data Officer, Europe 2017

If you wish to learn more and hear directly from Chief Data Officers and data executives as they discuss their perspectives on maturing the enterprise-wide data transformation, join the Chief Data Officer, Europe 2017 taking place in Central London from the 21st to 23rd February 2017. If you wish to get in touch, you can email me at: or LinkedIn message.

By Andrew Odong:

Andrew Odong is the Content Director for the CDO Forum. Andrew is currently producing the CDO Forum, Europe 2017, researching with the industry about the opportunities and key challenges for enterprise data leadership and innovating an interactive discussion-led platform to bring people together to address those issues – the CDO Forum has become a global series having been launched in five continents. For enquiries email:
Read More

Data Management? Take it with a bit of philosophy

| |

Of one thing rest assured, I am not a fan of those posts that offer a numbered list of advices. You know, those "7 ways to double your salary", "9 things you should never say in the boardroom", "5 actions to become a CEO in one month" etc...

Nevertheless, without numbering them and thanks to my scholastic background, below I am offering data scented quotes from famous philosophers of the past, because I believe that the quest for "good data" (feel free to give to the “good” whatever interpretation makes you content) is ultimately a quest for truth and in the midst of the chaos that sometimes is surrounding us, I find refuge in the collective wisdom matured in centuries of trying to answer life's fundamental questions. Here we go…

Know thyself (Socrates): my beloved mantra and foundation of everything. If you don't know what company yours is like, how agile and resilient it is or pretends to be, who your people are, where your data  is and how good it is: then managing, changing, protecting, representing data will always be fraught with unpredictability at best and danger at worst. Change is creating a continuous moving target, pulling the carpet under your feet, but I believe that if you zoom out of the chaotic stream of changes affecting your environment every day, you should be able to recognise patterns stable enough to help in your journey.

Of each particular thing ask: what is it in itself? What is its nature? (Marcus Aurelius) Or rather "to call a spade a spade", asking the powerful questions and being "objective", avoiding subjective interpretations or, even, not being afraid to point out that the emperor had had a wardrobe malfunction, is a mental skill close to meditation, one that has to be cultivated and practiced. Beware: it might not make you popular, but it is the solid basis you need to build a successful data strategy. So dress it well with the best tact and diplomacy, but be relentless.

Simplicity is the ultimate sophistication (Leonardo Da Vinci). How many times has someone had to come to you and, waving the bedazzling flag of "simplification", peeled down to nothing a decently working process/idea/project? Simplification is important and plays a pivotal role in data management, but like every change it requires accurate design, and given that it is demonstrated that it is much easier to be complex than it is to be simple (maybe entropy is the culprit here), one should not expect that simplicity requires less effort. E=mc2 is an incredibly simple and elegant formula, but it is the epitome of a lifetime of studies.

Even the finest sword plunged into salt water will eventually rust (Sun Tzu). Ok, maybe not strictly speaking a philosopher, but he is one of my favourites. In my old days as a Six Sigma convert,  I would have bored you with the "Sigma Shift" effect, meaning that old habits, like dandelion, are difficult to eradicate completely and if you don't take care of them properly embedding, controlling and supporting whatever change you implement. Thus a data governance process or a set of quality procedures, or the task list for your newly appointed Data Stewards. No matter how good and slick the design was, fatigue and old habits will always deteriorate the quality of your solution. So govern! Governance is the sharpening stone of your strategy.

Be a philosopher! But, amidst all your philosophy, be still a man! (David Hume). I will stop you right there! David Hume was born 304 years ago, so the "man" in his words is not chauvinism, but rather a collective noun meaning "human being". To me it clearly resonates with the fact that the critical piece of the puzzle you need to put in all your frameworks, policies and procedure is the one related to the true subject of all our theories: the human being! If I can spell "ontology" but I can't connect with people and help them to do their job better, well, I should probably be doing something else.

Get more insight from Roberto Maranca and 60 more senior data executives speaking at Chief Data Officer Europe 2017, taking place on 21-23 February in London. Find out more about the event here:  

By Roberto Maranca:

Roberto Maranca is Chief Data Officer at GE Capital and a speaker at the Chief Data Officer, Europe 2017. A highly-accomplished Senior Business Leader, with a wealth of experience across B2B, financial services, banking, professional, SME & global corporate sectors. Commercially-aware, with a broad range of technology management experience and a passion for Data Management.
Read More

10 Key Takeaways from the Chief Analytics Officer, Africa 2016

| |

So often people attend conferences, take loads of notes and then forget about them when they get back to the office. BAU takes over. A lot of value from the event gets lost because other priorities take over. Delegates are not alone...this often happens to me too.

In an effort to combat this I had our post-event survey modified to include the following question:

“What was the one big takeaway you got from the event?"

The motivation behind this was to get each delegate to deliberately think about the one thing they got from the event that will make a difference to their data analytics efforts. The survey is sent out a few days after the event so delegates need to reflect on the sessions and discussions.

In no particular order...

The Top 10 Takeaways from CAO Africa 2016:
  1. Data analytics is not a silver bullet!
  2. Although there are advanced uses of data and analytics, very few companies in South Africa actually have something like an exec level data or analytics position
  3. Data analytics is a fast growing sector in business and becoming more and more valuable as businesses start to understand and buy into analytics
  4. Consumers of information are not all the same, especially pertaining to self-service
  5. Fail forward in this space. Start small, grow credibility and scale thereafter
  6. Data analytics connects business to key objectives of revenue generation, cost management and client management
  7. Take the time to truly understand the insights derived from your data
  8. Building organisational trust in data analytics doesn't happen on its own. It needs a plan and careful execution
  9. Analytics can bring you closer to the business to solve problems together
  10. The talent shortage in South Africa is going to continually drive fierce competition for top-end talent amongst companies that take data analytics seriously
I think these 10 takeaways are a good reflection of the maturity of the South African analytics environment - there are people leading the charge but a lot of work needs to be done to make it a 'go-to' in business.

I'd like to thank all those who attended CAO Africa 2016 either as a delegate, speaker or sponsor. The contributions made by everyone during the presentations and discussion groups help drive the role forward. It's important that a community is developed where best practice can be shared and ideas created by peers.

By Craig Steward:

Craig Steward is the Managing Director for EMEA responsible for developing Corinium’s C-level forums and roundtables across the region. One of Craig’s major objectives is to provide the data & analytics community with informative and valuable information based on research and interactions with senior leaders across EMEA. Contact Craig on 
Read More

JUST RELEASED: Chief Analytics Officer, Fall 2016 - Speaker Presentations

| |

The Chief Analytics Officer, Fall event brought together over 200+ Chief Analytics Officers, Data Leaders, Senior Analytics Experts and Innovators in New York on October 5-7. The three day conference was filled with networking, high level insight and discussion, addressing the hottest topics and challenges faced by CAOs and Senior Data & Analytics professionals.

Read More

JUST RELEASED: Chief Analytics Officer Forum Africa 2016 - Speaker Presentations

| |

The Chief Analytics Officer (CAO) Forum Africa has been designed to bring the senior analytics community together to discuss the most critical data and analytics challenges for areas including finance, human resources, sales and marketing, the supply chain, risk, investment and most importantly, the customer.

Research conducted by Corinium Global Intelligence shows that South African organisations are beginning to realise the value that lies within their data but face numerous challenges to realising this value as they are not yet mature enough in their data & analytics journey to move to a CAO structure.

Read More

Pixar's 22 Rules for Phenomenal Storytelling: A CAO's Guide

| |

Picture the scene. You and your team of analysts, statisticians and data scientists have just developed a new model that predicts the buying behaviours of your most premium clients. You believe the insights will grow revenue from this segment by 40% and reduce churn by 20%. The model works because the data set was good and the team had a moment of genius.

You head over to the CMO (or whoever asked for the insights). You sit them in a room and deliver an amazing presentation based on propensity scores and other technical information.

The mood falls flat. They don't get it, they don't believe it and they're not going to use it.

What went wrong?

Recently, Corinium ran the Chief Analytics Officer Forum in Johannesburg and the majority of discussion centered around the ability of analytics professionals to be able to tell the story of the insights. And, importantly, in a way that engages business and incites action.

You've got to speak to your audience in a way they understand!

I've written an article in the past about this but while sitting in Annie Symington's presentation, I was introduced to "Pixar's 22 Rules for Phenomenal Storytelling." A guide that Annie uses consistently when she and her team deliver insights to the rest of the business. This, alongside infographics, storyboards and other creative devices.

Never mind the fact that I liked the concept. The delegates at the event totally bought into the idea that they need to look outside of their own worlds for ideas on how to bring analytical insights to life.

Rule #8 resonated with a number of other presentations: "Finish your story, let go even if it’s not perfect. In an ideal world, you have to move on and do better next time."

Finish your story, let go even if it’s not perfect. In an ideal world, you have to move on and do better next time.

Put in a different way "done is better than perfect." Rather than get out a model that is 95% accurate in a short time frame than a model that is 98% accurate in 2 months. Take your story to business! Get business moving.

Since I have already written an article entitled "Business Storytellers - The New Job Title for Analytics Professionals" the point of this article was to introduce you to Pixar's rules. An introduction into a different way of thinking.

By Craig Steward:

Craig Steward is the Managing Director for EMEA responsible for developing Corinium’s C-level forums and roundtables across the region. One of Craig’s major objectives is to provide the data & analytics community with informative and valuable information based on research and interactions with senior leaders across EMEA. Contact Craig on 
Read More

Executives Still Relying on Gut, Not Gigabytes in Planning for Future

| |

At Corinium’s recent CDAO Melbourne event, we were thrilled to have on board John Studley, Lead Partner for Data and Analytics and Danielle Malone, Director for Insight Analytics at PwC. We caught up with them at the conference to find out more about the intriguing figures announced in their recent report, ‘Big Decisions.’ The global report found that Australian organisations lagged when it came to leveraging data to make business decisions that drive the enterprise strategy. The report states that “61% of Australian organisations admitted that their decision-making process is only ‘somewhat’ guided by data.” We asked John to shed some light on why that might be.

Corinium: In PwC’s latest report on unlocking data possibilities with advanced analytics and machine learning, some really surprising statistics are revealed, demonstrating how far behind Australia is when it comes to leveraging data analytics to drive business decisions. Why do you think that is?

John Studley, PwC: Two main reasons. It’s clear to me that many Australian companies still have a cultural blind spot with data analytics. There is a pervasive psychology in this country of self- sufficiency being a sign of strength. It reminds me of the classic King Gee “I know boats” commercial. So as a result there’s a lot of talk and too little serious action. Where it is occurring, it’s predominantly siloed and under resourced. The second reason is that most senior executives are gun shy from past poor experiences with large IT projects. Relatively low data and technology literacy of Boards and senior executives meant they were often caught out relying on others for very costly and poorly governed waterfall IT programs. Perversely this has made them overcautious in adopting next generation analytics applications despite the cost and utility advantages of cloud computing, processing power and open source tools.

Corinium: Who is topping the international leader board when it comes to data and predictive analytics?

John Studley, PwC: Probably not who you think. The leaders tend to be in the heavy industries including oil and gas, mining, rail, aeronautics and energy. They learnt the skills from the need to optimise highly calibrated equipment, prevent maintenance downtime and improve safety. They look forward and use data quite aggressively. I would say the most successful offshore retail banks are leading with Retail and Consumer organisations close behind them. But within each industry it is pretty mixed. In Australia, it’s mistakenly more fashionable to look back than to look forward. Count the number of staff producing valueless monthly reports and chasing their tails resolving ad hoc queries of what happened. In my view there’s a whole industry of unnecessary work out there collating aggregated non-actionable guff.  I would stop that and redirect it to analytical insight.

It’s still difficult to find sufficient internal funding in Australia for serious data analytics innovation – which is why we are now at least two to three years behind.

Corinium: Why is it that big international retailers are a step ahead of Australia?

John Studley, PwC: Necessity is the mother of all invention. Where organisations operate in highly competitive markets you will find innovation to get ahead. Our market is smaller and less competitive with only two or three major players in each industry. That’s why we pay more for books, shoes and downloads. Bill Gates once predicted that the winners will be those that harness the power of information and do a better job of it than their competitors. And it’s simple, if you know more, then you can do more. Which is why the smarter organisations have invested significantly more in building their data analytics capability and trying some new things. The survey confirmed that it’s still difficult to find sufficient internal funding in Australia for serious data analytics innovation – which is why we are now at least two to three years behind.

Corinium: Within Australia what types of companies are really driving the data analytics agenda for improved performance that you have seen?

John Studley, PwC: The best innovation is coming from smaller organisations that are developing proprietary technology applications. They can move faster to develop and then partner with larger players to distribute or deploy. Let’s not forget the Amazons and Microsofts of this world have made the rampant acquisition of small innovators part of their strategy for decades. I have seen a few of the local banks investing here in building seriously good capability and like what the miners have done on remote operations and optimisation. Certain Government agencies are also leading which is very encouraging as they will become the role models. Everyone can do it, it just takes courage and leadership commitment to the opportunity data analytics provides for their customers and staff.

Corinium: People are often telling us that they are interested in learning more about the latest artificial intelligence technologies but are not sure how to apply them to their own business problems. What would be your advice for companies wanting to get started with advanced analytics and machine learning?

John Studley, PwC: My advice would be don’t wait, dive in straight away. Identify the one or two serious things that will make a difference and kick off a pilot. Iterate the solution and scale what works. Kill it after six weeks if you need to and start another. My brother told me story this week where five years ago he couldn’t decide on which particular type of investment property to buy. He realises now that it probably didn’t matter which one he picked as it would have been a great investment either way. I would say the same about advanced data analytics and machine learning. Find some partner organisations you trust to work with, pin your ears back and just get started.

Corinium: Thanks John. To find out more, visit:   

As more and more people within businesses talk about the value of data-driven insights, there are more C-suite level roles being created… different skillsets are required. And as this role gains popularity within the business, so too does the amount of pressure to deliver results – and quickly.

Corinium: Danielle, your presentation in Melbourne was entitled, “Championing Trust – Ensuring the CDAO Remains a Strategic Force.” You talked about the ‘perception of unabated trust’ around the CDAO – why do you think this exists?

Danielle Malone, PwC: They key point I addressed is unabated trust for people in these roles no longer exists, or is in decline. Historically, the Head of Analytics (for example) was valued for his/her technical prowess. As more and more people within businesses talk about the value of data-driven insights, there are more C-suite level roles being created. And as these newly created ‘c-suite’ roles emerge, different skillsets are required. And as this role gains popularity within the business, so too does the amount of pressure to deliver results – and quickly. This can be challenging for CDAOs within the business – how does one manage c-suite counterparts who expect fast results, when key elements of one’s role (e.g. data governance) takes time to get right. This challenges the concept of unabated trust.

Corinium: What strategies do you propose for CDAOs to better manage their trust networks across the organisation?

Danielle Malone, PwC: Quite simply, do not discount the importance of this. I regularly see people deprioritise the importance of building trust networks/gaining support for the long term (i.e. sponsorship), whether that be when they start out in a role, or are 1-2 years into it. It is easy to rely too heavily on technical capability to pull you through, or deprioritise networks before other things you may deem important.

To increase the odds for making it through the first two years of a c-suite role, relationship trust will be key. People will judge you on your behaviour, not your intentions. And this starts with great leadership - are you an enabler of progress, or true leader? I recently listened to a powerful podcast via Six Pixels of Separation titled ‘Super bosses with Sydney Finkelstein’ (can be found on the Stitcher app), and found it to be accurate in its description of how the right leadership can help foster organic and unabated trust both within your team, but across the organisation too.

And trust is a relationship built between two or more people. I have seen various tools of influence. I have witnessed the application of game theory in the context of working relationships – recognising and planning for the choice between co-operation and competition. In order to achieve a mutually productive outcome, you are better off co-ordinating strategies with those in your networks, because if each of you pursues the individual payoffs, one or both are likely to fail.

Another pursuit on trust is the concept of a Working Council. It’s an engagement model I have seen work to build trust and secure outcomes from others within the c-suite. It isn’t a general project council, or a project steering committee. It’s an enduring partnership between a number of wise investors. Investors in the success of data and analytics some might say. The information pack that I distributed to all attendees focuses on some practical points on how these may best be run within your organisations.

These are all very basic strategies, but in a busy world it is easy to place these things aside in favour of immediate deadlines.

Corinium: What are the common challenges faced by the CDAO?

Danielle Malone, PwC: The key word is ‘common’, because challenges are heavily dependent on tenure of the individual within the organisation, industry, organisation, or otherwise. With this in mind, common themes I see are: 

  1. The right leader for the role 
  2. Clarity of role/value proposition you will bring to the table 
  3. Reporting structure 
  4. Support for the long term (i.e. sponsorship)
  5. Budgetary responsibilities 
  6. Ability to manage the pace of external drivers (e.g. regulatory change, digital expansion etc.

Read More

How to Define the CDO role and pick the right candidate?

| |

Based on my own experience and from my interactions with other Chief Data Officer’s, there are 3 facts that are relevant to this topic.

  1. CDO roles differ by definition based on the model chosen.
  2. CDOs differ in background, responsibilities and intent.
  3. CDO organizations take different maturity and evolution paths.
The definition, right choice of candidate, and maturity path are collectively influenced by the model / approach taken from a coverage standpoint – how comprehensive, targeted or expansive the positioning is. Also, there can be continuous role expansion based on the extent of opportunities and problems that a company strives to solve through the data, analytic and digital initiatives - which is why choosing a CDO who can grow / adapt with the role expansion is critical.

In some scenarios, given the complexity and size of the organization, it is impossible for the one CDO to grow as the needs expand, and this situation can be handled by splitting the roles at various levels, or supporting the function with good leaders across business and technology areas to achieve desired results in a coordinated fashion.

CDO roles differ by definition based on the model chosen:

The following 3 variations largely shape up the way the CDO role would have to be defined. The type of person you need is determined by the intersection of these variations for your situation and weighting involved for each variation.

For example, if the expectation is that the central CDO organization will be providing oversight, policy and guidance and play a passive role in actually determining the future direction of the data and analytics landscape and that would be left to the CDOs or data teams at the entity level, then you need a different type of CDO at the center than at the entity-level. More of this when we discuss the second point.

CDOs differ in background, responsibilities and intent:

It should come as no surprise that if the expectations on the CDO differ based on their positioning, the qualifications and experience will be vastly different as well. People move into CDO roles from very different backgrounds – as diverse as PMO, Marketing, Business Analysis, Risk Management, Finance, Marketing and Technology. Some of them are extremely process oriented, while others are highly business-oriented while a segment of them are highly technical. But they all better be big-picture players, otherwise, it’s easy to get sucked into the tactical nightmare.

I am a big proponent of taking a fluid approach to organizational design and candidate selection. i.e., the right organizational design and the perfect candidate is completely based on the company’s needs, problems and opportunities at that time. It is similar to trying to determine which player will help win the game. It depends on your opponents and the situation you are in the game. Sometimes, an offensive strategy would work, while other times, you need a much cautious defensive approach.

Determining who would be a good fit is therefore a decision based on the analysis of current state problems, mandates, cultural barriers for change, C-suite appetite to accepting current state findings and willingness to support change, as well as a dose of reality with regards to how much traction and / or change can be embraced by the user community – IT and Business.

Always hire for attitude, aptitude and broad-based experience. You can assign accountability within the CDO function and support the function based on available skill sets from other areas. But a person with experience / background in only one area – process, technology or business is a high-risk candidate, because even if supported by experts, the core thought-leadership needs to come from the CDO.

There is widespread belief that the CDO role is a Business role and I disagree.

This is a blog topic on its own. And would be a controversial one too. There is widespread belief that the CDO role is a Business role and I disagree. It is not a technology role either. For the CDO to be effective, the candidate needs to be a Business-Technologist. Someone who has been on both sides.

CDO organizations take different maturity and evolution paths.

If I have been eating like a pig for 30+ years with a sedentary lifestyle and I wake up one day and decide I am going to eat healthy, do it for 4 days and expect lasting results, is that realistic? If I am serious about transformation, I need to go through a 3-step cycle of 1) recognizing the bad habits, 2) interrupting / stopping them & replacing with good habits and 3) ensure I continue on that path vigorously till I see results and embed the good habits into my daily rituals till it becomes my new lifestyle.

The same is true for the maturity and evolution that a CDO organization will need to go through. Considering that this is a new concept to many companies and even in companies where the function has been established and in practice for a few years now, there is a real learning, adoption and maturity curve that every CDO organization needs to go through. It involves current state analysis, fit / responsibilities definition, functional / organizational design, hiring, tools & technology landscape analysis and evolution, defining relationships, accountability and milestone handshakes with other functions.

Executive support is critical throughout this journey and since all businesses are constantly evolving and changing, CDO needs to prepare for situations that involve changes in sponsorship, reporting structures or even firm-wide priorities. I have been in situations where I was running about 9 months slower in my own plans, for factors beyond my control. There is no point in beating yourself up for things you have no control of but rather focus on how to move the dial through continuous efforts. The efforts will soon reach a tipping point when you will realize wholesale benefits and visual changes. Until they appear, move through challenges.

Lastly, shifting of execution responsibilities is a nature of the game. For example, a CDO team is accountable for ensuring good quality data across the firm’s data assets. Who does the development is immaterial. For the sake of efficiency and better overall process management, it is ok to shift execution responsibilities, as long as the independent authority for governance and data quality is maintained.

Disclaimer: All thoughts, ideas and opinions expressed in my articles are my own and do not reflect the views of my current / past employers or clients. No references or details will be provided in these articles that would expose any trade secrets or inner operations of any company whatsoever.

Other articles in this series:

0. The CDO Journey: A practitioner’s perspective     
1. A case for the CDO
2. How to strategically position the CDO organisation for success?

To read all articles in this series, click here.

Prakash Bhaskaran is a Business-Technology leader with a passion for solving complex business problems and challenges, using a combination of business process, technology, data, analytics and organisational transformation. Through his varied experience across manufacturing / supply chain, higher education, software development, banking and financial sectors, he helps companies excel at managing data as an asset.
Contact Prakash on LinkedIn; Twitter; Email
Read More
Powered by Blogger.