<\/p>\n
The logic of the argument is simple. Recently, Information Age spoke to Andy Joss, from Informatica. He told us how chief data officers are central to the success of organisations, as for the future of the CDO: a position on the board will await man<\/p>\n
In a funny way, CDOs and gardeners are quite similar. At least we were left with that impression after talking to Andy Joss. \u201cIt\u2019s about data. Companies are realising that they must either become a disruptor or find a way to deal with disruption.\u201d For Andy Joss, Head of solutions and data governance, EMEA and Latin America for Informatica, data is key. The way that data is managed and indeed tended and nurtured, maybe in much the same way a gardener tends and nurtures the garden, is vital. That means the chief data officer has been catapulted to somewhere near the top. As for the future of the CDO, Andy reckons that for many, board positions await.<\/p>\n
\u201cThere are two types of CDOs,\u201d he suggests. There is the CDO, whose role is quite distinct from that of data scientists. In this case, the CDO will focus on strategy \u2014 the big picture, driving leadership and strategic direction. Meanwhile, the data scientist is \u201cresponsible for tangible things like using analytics and data to drive better customer experience \u2014 delivering outcomes that an organisation is looking for.\u201c<\/p>\n
In the other case, the CDO and data scientist work closer together, maybe to the extent that the roles are overlap \u2014 at least the CDO will often carry out tasks that would normally fall within the data scientist\u2019s remit.<\/p>\n
But which one is better? It is tempting to assume that in the case where CDO and data scientists are distinct roles, the chief data officer has more authority \u2014 is more highly regarded. \u201cBut actually,\u201d suggests Andy, \u201cit is not that straightforward.<\/p>\n
\u201cIn the second version, CDOs tend to be more outcome focused, but with a big vision too.\u201d In this version of the CDO, maybe there are less silos.<\/p>\n
Andy was not suggesting that this second manifestation of the CDO was better, but that it can be better.<\/p>\n
Either way, the future role of the CDO, suggests Andy is one of increasing importance.<\/p>\n
\n<\/h5>\n
The role of CDOs: Niels Stenfeldt, CEO of Stibo Systems, and Christian Oertzen, President EMEA & Managing Director Germany of Stibo Systems, discuss how CDOs can develop a more business-orientated mindset to meet changing data expectations \u2013 and how master data management (MDM) holds the key.<\/a><\/p>\n<\/blockquote>\n
\nData science and the CDO: and the 80\/20 rule working in the wrong direction<\/h2>\n
\u201cData scientists can be quite expensive, but they are not always as efficient as they can be, as organisations don\u2019t have the right data management capabilities to allow them to do their job as well as they can. Data scientists often spend 80% of their time finding and assessing and preparing data and 20% of their time doing data science.\u201d That is not want companies are paying them for. That\u2019s where the CDO enters the story.<\/p>\n
To make the work of a data scientist more effective, someone needs to ask the right questions of the data scientist: is this the right data? Have you got the data from the right place? Is it what you think it is? Indeed, given the requirements of GDPR and other regulations, can you use the data in a way that is compliant?\u201d<\/p>\n
\u201cI see the CDO and certainly the future role of the CDO involving bringing those best management practices and expertise not just to make it more efficient but to drive better outcomes.<\/p>\n
\u201cIt\u2019s about people, process and technology, but the CDO sits at top of that pyramid.\u201d<\/p>\n
\n\nFor CDOs to be successful, \u201cit\u2019s about being the centre of gravity and not control,\u201d suggests Gartner\u2019s chief data officer survey.<\/a><\/p>\n<\/blockquote>\n
\nWhy the future of the CDO is bright: Caring for data<\/h2>\n
There is a compelling story for the CDO, suggests Andy, that is why the future of the CDO is so rosy. He explained: \u201cBusiness users should care about maintaining data, because there is a value to them in doing it. I see CDOs driving that message.\u201d<\/p>\n
Understanding the importance of data<\/h2>\n
\u201cI don\u2019t think people at a senior level really understand data science and AI and machine learning (ML). It\u2019s a bit like big data a few years ago. People were saying \u2018fantastic it is going to do all these great things\u2019 without understanding whether it was the right thing or not. And indeed the value in it.\u201d<\/p>\n
The CDO\u2019s role then is partly in education across the organisation. \u201cAI and machine learning are trendy\u201d suggests Andy. \u201cBut if you are training an AI model, having really good data, gives you more confidence that you will get the right outcome.\u201d<\/p>\n
It\u2019s simple logic, but neglected practice. Data for data\u2019s sake may go some way to satisfying the board and shareholders that an organisation is embracing the data age, but it will eventually need to see this work reflected in the company\u2019s P&L and balance sheet.<\/p>\n
The evangeliser<\/h2>\n
\u201cThe CDO needs to be an evangeliser and data educator across an organisation, not just to optimise opportunities but also because in this post GDPR world, there are obligations, too.\u201d<\/p>\n
Looking to the board<\/h2>\n
\u201cData is fundamental to organisations. It is fundamental to marketing, production, purchasing and HR.<\/p>\n
\u201cFor this reason, I would argue that for many organisations, the CDO should be reporting at board level \u2014 we have chief operating officer and chief finance officer and CFOs as finance and operations touch every aspect of an organisation. I would argue that data is just as important.<\/p>\n
He explained further: \u201cCDOs can explain how data affects organisations, because an error here can have implications across an organisation.<\/p>\n
\u201cData can also drive operational efficiency\u2014 that gets attention at board level!\u201d<\/p>\n
Data management culture and the future role of the CDO<\/h2>\n
\u201cData management culture, is about installing key principles and key practices for the maintenance and care of data to maintain value over time. It\u2019s partly about how an organisation\u2019s culture needs to adapt, partly about tools, technology, and practices and also about how it all connects together \u2014 how this supports the business model. Many organisations are data driven, and the CDO is critical in keeping all this going in the right direction.<\/p>\n
\u201cIn an age of disruption, it is about how organisations achieve being data driven when they are either being disrupted or they are the disruptor.\u201d<\/p>\n
\nAndy Joss, Head of solutions and data governance, EMEA and Latin America for Informatica<\/a>\u00a0spoke to Michael Baxter on April 5th 2019.<\/p><\/blockquote>\n
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