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FATE OF THE
CHIEF DATA OFFICER
Tamarah Usher
May 02 2017
2
AGENDA
DATA STRATEGY EVOLUTION
THE EMERGENCE OF THE CDO
CDO PERSONAS FOR SUCCESS
WHATS NEXT FOR THE CDO?
3
DATA IS
EVERYWHERE
AFFILIATES
TIME
DEVICE
DISPLAY
ADS
EMAIL
CRM DATA
SOCIAL
WEATHER
SEARCH
COOKIE DATA
CUSTOMER
PREFERENCES
LOCATION
4
ITS GETTING BIGGER
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
6
DATA GOVERNANCE
WHAT YOU DO TO DATA
CLEAN VALIDATE CONTROL PROTECT
7
DATA STRATEGY
WHAT YOU DO WITH DATA
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
9
WHAT ABOUT THIS DAT SCIENCE THING?
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
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
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
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
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
THE 6 PERSONAS OF A SUCCESSFUL CDO
THE QUANTTHE EDUCATOR
THE EVANGILIST THE PROTECTOR
THE ARCHITECT
THE POLITICIAN
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
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
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
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
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
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
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
23
THANK YOU TAMARAH USHER

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Fate of the Chief Data Officer

  • 1. FATE OF THE CHIEF DATA OFFICER Tamarah Usher May 02 2017
  • 2. 2 AGENDA DATA STRATEGY EVOLUTION THE EMERGENCE OF THE CDO CDO PERSONAS FOR SUCCESS WHATS NEXT FOR THE CDO?
  • 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
  • 6. 6 DATA GOVERNANCE WHAT YOU DO TO DATA CLEAN VALIDATE CONTROL PROTECT
  • 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
  • 9. 9 WHAT ABOUT THIS DAT SCIENCE THING?
  • 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