5. 5
DATA FOCUS EVOLUTION
FIRST THERE WAS A DATA STICK THEN A DATA CARROT EMERGED
• HIPAA (Health Insurance Portability and
Accountability Act
• Sarbanes-Oxley Act
• Gramm-Leach-Bliley Act
• PCI (Payment Card Industry) data security
standards
• Increased volume, variety and velocity of data
• New tools and platforms
• New product offerings
• New revenue streams
• Operational efficiencies
The stick of regulation = data governance
The carrot of new revenue = data strategy
8. 8
DATA VALUE CHAIN
AGE OF DATA
DATAVALUE
Value of
Individual
Data Item
Aggregate
Data
Value
Interactive Real-time Analytics Record Lookup Historical Analytics Exploratory Analytics
Milliseconds Hundredths of Seconds Seconds Minutes Hours
10. 10
THE KNOWLEDGE ECONOMY
Data has become a strategic asset that allows companies to acquire or maintain a competitive edge
AGRICULTURAL INDUSTRIAL POST-INDUSTRIAL KNOWLEDGE
• Data embodies a financial potential
• Data can be used to optimize the way it does business:
acquisition, retention, targeting, pricing, etc
• Value of personal data still depends largely on who
uses it, how it is being used and in what context
• Value of raw data varies from a hundred cents to a
hundred dollars per individual
• Data enriched, analyzed and leveraged for specialized
uses, the more its value increases
11. 11
WHAT IS HAPPENING IN THE C SUITE?
HOW CEOs RECOGNIZE DATA AS AN ASSET
“If you can't understand the new
world of digital, fire yourself.
Build an executive team that is
digital-first. Make sure there is a
techie on the board of directors.
If the board has a low digital IQ,
the company will have a low
digital IQ”
George Colony, CEO Forrester
12. 12
DATA IS THE FOUNDATION OF DIGITAL TRANSFORMATION
DATA
Integrated
Value
Chain
Digital
Marketing
Real Time
Customer
Feedback
Digital
Collaboration
Digital
Education
Dynamic
Ecosystem
Device &
Time
Agnostic
Customer
Oriented
Workflow
Agile
Processes
Platform
Independent
Integrated
and IoT
Ready
Customized
Payment
Options
Digital Customer Experience
Digital Organizational Culture
Digital Product Offerings
Digital Employee Experience
13. 13
THE CDO EMERGES
90% of large
organizations will
have a chief data
officer by 2019
68% of CIOs believe their
current role fails to cover a
majority of the responsibilities
a CDO would have
49% of CIOs feel
increased pressure
to provide data to
the business faster
61% of CIOs expect a CDO
to be appointed at their
organization in the next 2
years
79% of organizations
with a CDO created
the role within the last
6 months
14. 14
CDO ORGANIZATIONS AND ALIGNMENT
Board/
CEO
CRO COO CIO BU1
CDO
PROCESS ORIENTED CDO
Typically in Risk, Compliance or other Business Support
function
OPERATIONAL CDO
Operating shared-services, with Board-level accountability
Board/
CEO
CRO COO CIO BU1CDO
REVENUE ORIENTED CDO
Aligned to Business Unit (eg. CMO), supporting revenue
goals/SLAs
Board/
CEO
CRO COO CIO BU1
CDO
BU2
CDO
ANALYTICS ORIENTED CDO
Typically leading from within IT, focus on efficient access to data
Board/
CEO
CRO COO CIO BU1
CDO
15. 15
THE 6 PERSONAS OF A SUCCESSFUL CDO
THE QUANTTHE EDUCATOR
THE EVANGILIST THE PROTECTOR
THE ARCHITECT
THE POLITICIAN
16. 16
THE EVANGILIST
• Create an enterprise information management
strategy based on the organization's business
strategy and predominant value discipline
• Building technical bridges in working with data in
different silos, formats, etc
• Monetize data by focusing on net-new services
• Improve visibility to CDO objectives and outcomes
• Builds a critical mass of support for established
standards and ways of working
• Seek to gain the benefits of early adoption or
network effect
• Technical chops
• Business savvy
• The diplomacy
skills to translate
between the two
• Innovative
• Authentic and
objective
transparency
STYLE APPROACH
17. 17
THE EDUCATOR
• Adopt formal information asset measures and
share them with the organization
• Educate senior leaders and peers about the role
that data and information play in overall business
success
• Educating the business to think about data
differently, create a demand for data driven
solutions
• Create urgency with technical and business
perspectives around breaking down silos
• Offer tools and training to help others succeed
• Compassionate
• Diligent
• Engaging across
multiple groups
• Translator for
business and
technical needs
• Change agent
STYLE APPROACH
18. 18
THE PROTECTOR
• Establish baselines on information governance
and data monetization from which progress can be
measured
• Govern the Data assets ensuring data privacy and
security
• Manage the health of data under governance
• Establishes practices of compliance and risk
mitigation
• Centralize Data from internal silos, external APIs
and real time streams
• Relentless authority
• Supportive
• Inclusive of
business and
technical needs
• Realistic
• Solution oriented
STYLE APPROACH
19. 19
THE QUANT
• Generate organizational demand for analytical
solutions
• Demonstrate the importance of data driven
decision making to managers and departments
throughout his organization
• Accelerate data availability and analytics delivery
• Challenge the businesses ways of working
• Customer centric
• Agile and risk averse, failing fast and learning
• Creating an architecture for open and real time
analytics
• Business versed
• Value focused to
ensure a prioritized
analytics portfolio
• Trust building
• Multi-lingual*
• Disruptive
STYLE APPROACH
20. 20
THE ARCHITECT
• Mining for business value, asking the right
questions of the data
• Champion a Modern Data Architecture (polyglot etc)
• Tie quantifiable information metrics to quantifiable
business key performance indicators to
demonstrate tangible success
• Focus on cost reduction, growth, customer
retention, or risk
• Capability focused and aligned on strategy
• Fine tuning the data production system
• Leverage network
and relationships
• Targeted solutions
& results
• Enabling enterprise
approach
• Innovative thinker
• Case builder with
influence
STYLE APPROACH
21. 21
THE POLITICIAN
• Challenge structure, scope and power
relationships between executive committee
members
• Work tirelessly to build trust with various business
stakeholders, especially the CIO
• Lower barriers to org-wide participation
• Drive organizational maturity leveraging resources
and artifacts available
• Initiate enterprise level conversations to enable
shifts toward data maturity
• Facilitate prioritization and value based decisions
• Facilitation
• Coordinate
stakeholders
across the
organization
• Free up resources
and lower barriers
• Proactive
STYLE APPROACH
22. 22
WHAT IS NEXT FOR THE CDO?
Finding the right person for the
job
Adding value quickly through
quick wins
Avoiding shiny object syndrome
With a big job comes a big
team
The challenge of funding a
revolution
Easing the disruption