the chief data officer's agenda: trends in data strategy – a look into 2015

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Moderator: Tony ShawCEO, DATAVERSITY

Speaker: John LadleyPresidentIMCue Solutions

All content copyright 2011 IMCue Solutions LLC

Trends in Data Strategy A Look into 2015


Agenda

The CDO Data Organizations Enterprise Information

Management Data Governance Odds and Ends

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Year of the CDO? Trend - Further refine CDO role Should it be managerial – YES Same as CIO – NO Head of Data Governance? – YES Do Data Quality – YES Business strategy alignment – YES Custodian of the Data Strategy –

YES Make sure data is valuable? – YES

– E.g. TCO (Total cost of ownership) and data valuation

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Year of the CDO? CDO Skill sets

– Experience with data –but not necessarily IT roots. E.g. Power user, Actuary, Marketing

– Not a position to place someone THEN get them data training. Will end up another island of IT

– Good organizational skills – collaborative, consensus building, understand data value thru usage

– Able to instill accountability where there wasn’t any before

– Master of Organization Change Management

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Enterprise Information Management Data strategy moving higher in visibility

– still huge examples of not addressing data as a true asset.

More companies will have dedicated efforts for data strategy

– Either doing one or continuing a road map they have created

Further engagement with security, social media, and managing the new risks. Engage with CSO. DO not see CSO and CDO merging

Manage lower latencies – challenges and risks Risk mgmt. – Civil, reputation, regulatory Data retention, Data security, privacy arriving

on EIM leader radar 5


Data Organizations

Business users asking for oversight and consolidation

More efforts to distinguish roles and Splitting and defining roles

– CDO not a CIO direct report – VP of IM will also be more visible – Heads of analytics, security, reporting

trying to get more traction Still a bit of education on roles of data management

and data governance DM Enforcing policy will still a challenge – CDO / VP IM

needs air cover from HR and leadership team Overlap with others – CIO, CPO, CSO CMO? Some

tension between visibility of security and privacy and “every day” data management

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Organization Development and Maturity Seeing standard models of

maturity vs. scattered Will see staffing around EIM,

DQ, Security (some instances) functions vs. adding to IT

Virtual maybe, but dedicated staff to key components –DQ, BI, Analytics

No firm team size or typical make up yet IMM big factor shaping what CDO and EIM actually

does Interaction with B A s More acceptance of Agile methods

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Data Governance More and more management

and rank and file desire for Data Governance

Expression of interest will continue to vary – Leadership listens some places.

Others not DG more widely accepted Too many firms still approaching as

technology effort Make sure tools are sustainable

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Odds and Ends

Data headlines = management support, e.g. Hacks, Identity thefts, Public errors

Education education – Staff need to understand the word of DG, DM and data assets – CDO or not

Practical advice - add value is your mantra– Data Quality cost savings are

wonderful Risk management, both

potential and real, is wonderful

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Summary

CDO is manifestation of changes in Data Strategy – there will be changes from traditional data management approaches

CDO or CDO-like position is not a special deal, its evolution of modern business

Both organized and chaotic organization will see pressure to “do better with data” – Not just Big Data stuff, but hacks and regulations

Leaders who view data strategy, EIM and DG as bothersome or “nuisance IT” are applying the brakes to their organizations

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