This document discusses how Chief Data Officers can show value within their organizations. It begins by listing common questions executives may ask about operational inefficiencies and issues. The document then argues that data problems are not necessarily the fault of the CDO. It discusses how CDOs can strengthen the case for data management by improving data quality, reducing costs and risks, and meeting regulatory demands. The document outlines how CDOs can develop an enterprise data management strategy and mission, and manage organizational change to make data a driver of the business. It envisions how companies can develop a "digital twin" and become truly data-driven and connected.

1. How Chief Data Officers can
show value

2. Why are customers asked the same question over and over again?
Why is it taking so long to sign off IT projects (especially analytics)?
Why is it so gruelling and expensive to comply with regulators?
Why does it take so long to close the books?
Why does it take so long to integrate/divest assets?
Why are there so many outages?
Why is our response to crisis so slow?
Why are new products yielding less than forecast?...
Are your CEO’s asking questions like…
2
And by the way unlike what you are thinking:
It is not your data fault!

3. Where are you in the Hypecycle?
3
Everyone has got a CDO,
I have got one as well!
Teams, Tools, (Toys), Tantrums
Gotcha! Now you are talking!
SO WHAT??
Permanent augmentation path

4. 4
The case for Data Management has strengthened!
• Reduce volume of repeat
data quality errors by
correcting data at source
(rather than at consumption)
• Reduce reconciliation
activities by leveraging
authoritative sources
of data
• Eliminate duplicative
efforts across teams
• Leverage outsourcing and
utilities for data processing
• Optimize customer
onboarding
• Improve customer
experience by leveraging
golden source data and
documentation to avoid
duplicative requests
• Improve new products’ time
to market
• Meet regulatory demands
(e.g., CCAR, COREP, ILA)
• Reduce capital reserved for
operational risk
• Improve regulatory
reporting (e.g., BCBS239)
• Avoid operational
losses arising from
poor data quality
Regulators Customers Employees and Investors
Regulatory compliance is a catalyst but cannot be the aim

5. Showing the value
(IMHO)

6. 6
Enterprise Data Management Mission

7. 7
EDM strategy should be
Beneficial… otherwise what’s the point?
Pervasive… otherwise who cares?
Sustainable… otherwise why bother?

8. CDO’s Ideal Profile
•Business SME33%
•Technologist33%
•Psychologist33%
•Lucky!1%
A True Change Evangelist!

9. Board Communication
Enterprise Risk Management
Policy Corpus
Outsourcing Agreements
Project Management Practices
Business Continuity Plans
Audit Practices
Goal Setting
Career Planning
Product Development Process
Changing the DNA of the company
Revisit company processes and “convert” them to Data Management

10. Managing the change that happens
10
Endogenous
(M&A / Process Improvement / Maintenance)
Exogenous
(Regulation / Competition)
Regulatory Watch
Change Management Processes
New Product Implementation
M&A Tracking
Data Governance Framework

11. 𝑓1 𝑓2 𝑓3
… … …
𝑓𝑥 𝑓𝑦 𝑓𝑧
Growth
Compliance/
Security
Operational
Excellence
Customer
Data
Operation
Data
Reference
Data
Finance
Data
Cost
Efficiency
Analysis
Insight
Going Beyond “So what?”, improving the BIG Ys
Capital
Management
Regulatory
Data
Business Y’s Data X’s
Business
Processes/Models

12. Future: a data driven and connected business
12
Policies
People
Processes
Data
Applications
Infrastructure
Digital Twin
Company’s ecosystem

13. My road to The Next Thing
13
 Data Governance Gamification
Could endorphins take you where the policy can’t?
 Data Quality by Design
Could the paradigm be shifted from fix to design better?
 Converging Data Forces (DM, DP, IS, RM)
Could all Data-involved functions be reunited?
 From Data Science to the Science of Data
Could a mature “Data Algebra” empower your business?

14. R.Maranca@Outlook.com
https://uk.linkedin.com/in/rmaranca