FATE OF THE CHIEF DATA OFFICER

Tamarah UsherMay 02 2017

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AGENDADATA STRATEGY EVOLUTIONTHE EMERGENCE OF THE CDO CDO PERSONAS FOR SUCCESSWHATS NEXT FOR THE CDO?

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DATA ISEVERYWHERE

AFFILIATES

TIMEDEVICE

DISPLAY ADS

EMAIL

CRM DATA

SOCIAL

WEATHER

SEARCH

COOKIE DATA

CUSTOMERPREFERENCES

LOCATION

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ITS GETTING BIGGER

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DATA FOCUS EVOLUTIONFIRST 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 governanceThe carrot of new revenue = data strategy

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DATA GOVERNANCEWHAT YOU DO TO DATA

CLEAN VALIDATE CONTROL PROTECT

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DATA STRATEGYWHAT YOU DO WITH DATA

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DATA VALUE CHAIN

AGE OF DATA

DATA VALUE

Value of Individual Data Item

Aggregate Data Value

Interactive Real-time Analytics Record Lookup Historical Analytics Exploratory AnalyticsMilliseconds Hundredths of Seconds Seconds Minutes Hours

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WHAT ABOUT THIS DAT SCIENCE THING?

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THE KNOWLEDGE ECONOMYData 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

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WHAT IS HAPPENING IN THE C SUITE?

HOW CEOs RECOGNIZE DATA AS AN ASSET

“If you can't understand the newworld of digital, fire yourself.Build an executive team that isdigital-first. Make sure there is atechie on the board of directors.If the board has a low digital IQ,the company will have a lowdigital IQ”

George Colony, CEO Forrester

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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 IoTReady

Customized Payment Options

Digital Customer Experience

Digital Organizational Culture

Digital Product Offerings

Digital Employee Experience

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THE CDO EMERGES90% 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

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CDO ORGANIZATIONS AND ALIGNMENT

Board/ CEO

CRO COO CIO BU1

CDO

PROCESS ORIENTED CDOTypically in Risk, Compliance or other Business Support function

OPERATIONAL CDOOperating shared-services, with Board-level accountability

Board/ CEO

CRO COO CIO BU1CDO

REVENUE ORIENTED CDOAligned to Business Unit (eg. CMO), supporting revenue goals/SLAs

Board/ CEO

CRO COO CIO BU1

CDO

BU2

CDO

ANALYTICS ORIENTED CDOTypically leading from within IT, focus on efficient access to data

Board/ CEO

CRO COO CIO BU1

CDO

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THE 6 PERSONAS OF A SUCCESSFUL CDO

THE QUANTTHE EDUCATOR

THE EVANGILIST THE PROTECTOR

THE ARCHITECT

THE POLITICIAN

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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

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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

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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

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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

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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

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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

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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

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THANK YOU TAMARAH USHER