The document discusses the evolution and complexities of data management within organizations, particularly focusing on the role of Chief Data Officers (CDOs) in addressing these challenges. It highlights the increasing need for effective data governance, innovation, and alignment across business functions to leverage data as a strategic asset. The text underscores the importance of establishing a CDO role to navigate the data landscape, respond to regulatory demands, and drive business growth through improved data utilization.

1. Chief Data Architect or Chief Data Officer:
Connecting the Enterprise Data Ecosystem
Presented by Craig C. Milroy
May 2016

2. 1995 1999 2007 2010
Evolution from Application to Data Centricity
Customer
Relationship
Management
2016
Look back to look forward…..
Retail Bank
Transformation
Investment
Banking
Corporate
Performance
Management
Regulatory
Fulfillment
Wealth
Management
Transformation
Device
Centric
Business
Transformation
Office of Chief
Data Officer
Business
Data
Alignment
Big Data
Innovation Lab
Data Science
EUC
MS Excel
2

3. 2000 2001 2002 2003 2004 2005 2006 2007
Retail Bank
Investment
Privatized
Discount
Brokerage
Acquisition
Retail Bank
Investment in Foreign
Bank
Retail Bank
acquisition
Evolution to a customer focused, lower-risk organization
Sarbanes-
Oxley
Basel II
Solvency IIInsurance
acquisition
#CLOUD
#MOBILE #SOCIAL#WEB
When did Data Become so Complicated?
3

4. 2008 2009 2010 2011 2012 2013
Increased Regulatory and Customer Demands
Foreign Retail
Bank Acquisition
Credit Card
Portfolio
Acquisition
Wealth Management
Acquisition
Foreign Retail
Bank Acquisition
Auto Finance
Acquisition
Credit Card
Portfolio
Acquisition
Credit Card
Portfolio
Acquisition
Dodd Frank
SEC Proxy
Disclosures
Basel III
FATCA
Lehman
Brothers
#BIG DATA
BCBS 239
2014 2015+
When did Data Become so Complicated?
#DATA SCIENCE
#FINTECH
#BLOCKCHAIN
4

5. When did Data Become so Complicated?
Consumers LOB CIF
ODS
CIF
LOBLOBLOB
MDM
5

6. When did Banking Become So Complicated?
Increased data generation and data opportunity
Web
Banking
Mobile
Banking
Context
Banking
6

7. Businesses that understand opportunities within….
…with all of this data how to enable an effective business
technology response…
Mobile ContextLocation
…have an ability to create a competitive advantage within their
target market…
Customer
7

8. An effective business technology response: Data Silos
…Customer, marketing, compliance, risk, finance and
other corporate functions generate volumes of
overlapping data, often with minimal consideration or
understanding of tomorrow’s data volume growth…
created out of “necessity” …to solve specific business problems…
…absence of formal enterprise architecture, data governance and other data-
centric oversight...
8

9. Case in Point: Credit Card Data
Corporate
Marketing
Credit Card
Product LoB
Fraud
Credit Risk
Management
Basel II US
Rules
Dodd Frank
Payments
9

10. Data Architecture and the Chief Data Architect
Business Advisory
Code Level
Business Technology
10

11. “Data Architecture” and “Big Data”
Big Data
11

12. “Chief Data Architect” vs. “Chief Data Officer”
Chief Data
Architect
12

13. Data Architecture Frameworks, Frameworks, Frameworks
…Are data silos an ITProblem?
...Aredata silos a Business Problem?
DAMA DMBoK MIKE 2.0 MEIMA II
Data Governance (Where is the value?)
Data Quality and Metadata
(How do I create a business case?)
Data Model Management
(Why do I need a data model?)
Business Intelligence and Analytics
(Do I require a Center of Excellence (CoE)?)
TOGAF
No time for Architecture
We Need to Deliver!!
13

14. Data Architecture “Arts and Charts”
14

15. Data Architecture “Arts and Charts”
Organization
Party
Party Asset
Product
Agreement
Location Event
15

16. Technology It Seems Complicated
Info. Lifecycle
ManagementData
Security & Privacy Database Management
DB
Data Integration
Data
Services
Data Quality
Customer
Innovation
Security & PrivacyMetadata
Business Intelligence
Advanced Analytics
Data Governance
… Chief DataArchitect needs to consider with an enterprise technology lens all
technology data priorities…
…Consider what is essential to enable innovation…
16

17. Time to Change the Conversation
17

18. Data Complexity and the recent rise of the CDO role….
Organizations are
creating the office of the
CDO to resolve business
“pain-points” within data
environments.
…Gartner Inc. predicts that 90 percent of large global
organizations will have appointed CDOs by 2019…
Gartner Inc
Due to the relatively short
history of the role, CDOs
often operate without the
benefit of formal industry
guidance, frameworks or
methodologies.
… one size does not fit all ...
18

19. Chief Data Officers are a good idea…..
In February 2013 Gene Leganza of
Forrester Research made the following
observation: "Chief data officers are a good
idea – but how is it going to work?"Gene Leganza’s blog, Forrester, February 2013.
…organizations must understand the source of the challenges ...
… and determine the best approach...
19

20. Chief Data Officers are a good idea…..
…to engage multiple business and
technology groups across an organization
and provide an enterprise-wide approach to
enabling innovation through data...
20

21. Define the CDO Tone and Alignment
...Engagement of key executives to support the CDO conversation…
Establish a
process for
involving key
leaders that
builds sustained
understanding,
commitment
and
sponsorship
Promote
Alignment
Build a visible
network of leaders
to champion the
Office of the CDO.
Enable supporting
behaviors for data
collaboration and
integration at the
enterprise level
Drive
Ownership
Identify and
address
challenges
before issues or
resistance
arises
Address
Concerns
Empower
leaders to accept
overall shared
accountability
for the future
success of the
CDO.
Build
Accountability
Communicate
the boundaries of
the CDO Role
Manage
Expectations
21

22. What Would a CDO Mandate Look Like?
Influence corporate strategy
The voice of data Improve the bottom line
Improve the top line
… its all about the InnovationAgenda...
Customer Innovation
Growth
SpeedCustomer
Customer
Satisfaction
Operational
Risk Reduction
FinancialEfficiency
Risk Exposure
Regulatory
Controls
Responsiveness
22

23. Establish an Elevator Pitch for the CDO
• Demand for improved Customer
Insights
• Continued backlog of requests for data
and insights
• Multitude of data related projects in
flight or being planned continues
without an enterprise lens
• Rapid growth of "black market" data
consumption is growing
• Limited understanding of the quality of
the data being utilized
• Company is unable to leverage data to
support an innovation agenda
Increased business demands for better
and more available data is growing
• Dodd Frank
• BaselII/III
• FATCA
• Etc.
Increased regulatory demands
for data management are also
adding to the urgency
Leadership is required
with the right level of
authority
Creation of the CDO
role and supporting
office is recommended
No enterprise leadership in place to govern this asset but…
Data is an asset similar to other balance sheet defined assets
23

24. Office of the CDO – Overview
Chief Information Officer
VP Information Management
Director Data Management
Database Administrator
Data Architect
Chief Data Officer
Chief Analytics Officer
Data Scientist
Information Architect
Chief Customer Officer
Chief Marketing Officer
Chief Risk Officer
… shift data from a project to enterprise centric point of view…
24

25. Office of the CDO – Overview
…OCDO needs to consider with an enterprise
business lens all business data priorities…
Info. Lifecycle
ManagementData
Security & Privacy Database Management
DB
Data Integration
Data
Services
Data Quality
Customer
Innovation
Security & PrivacyMetadata
Business Intelligence
Advanced Analytics
Data Governance
…Consider what is essential to enable innovation…
25

26. CDO Organizational Journey
… Enterprise needs to acquire a resource with broad ranging skills and that
are relatively rare within the data conversation…
CDO
Internal
"Innovator"
CDO
The
"Architect"
CDO
Internal
"Networker"
CDO
External
"ChangeAgent"
Provides
strategic
direction to the
business lines
and enables a
vision,
strategy and
plan that
enables the
business.
Data
Visionary and
Leader that
has the
accountability
to innovate.
Facilitates and
champions
funding for the
improvement
initiatives.
Facilitates joint
planning with
IT and lines of
business to
advance data
analytics
practices
Defines
strategic
priorities for
the
management
and delivery of
data
throughout the
enterprise.
Identify new
business
opportunities
through the
use of data
assets to
accelerate
competitive
advantage
26

27. CDO Organizational Journey
"Cloud Cover"
CEO
CDO
CIO CxO
CEO
CDO CIO CxO
"Value Realized"
CEO
CDO
CIO CxO
"Organizationally
Focused"
CDO
LOB
27

28. Office of the CDO – Straw man
CIO CxO/LOBBoard CDO
Governance Strategy/ChangeInnovation Enablement
Analytics Communication
Data Policy
Data Quality Data Model
Master Data
Meta Data
Clients We Serve
Channels We Support
Business Processes
Data Foundation
External Parties
Supporting Technology
Business Capabilities
28

29. CDO Operating Model
CIOBoard CDO
Governance Strategy/ChangeInnovation Enablement
Analytics
Line of
Business(s) Finance ComplianceRisk
Executive
Enterprise
Data
Governance
Council
Working
Data
Governance
Council
LoB Data
Governance
Stewards/
Managers
Technology
Analytics
Community
Data
Communities
29

30. CDO Operating Model
Overall Data
Program
Working level
Execution level
Executive
Enterprise
Data
Governance
Council
Working
Data
Governance
Council
LoB
Data
Governance
Stewards/
Managers
• Regulatory Projects
• Dodd Frank
• Basel II/III
• BCBS 239
• FATCA
• Customer Projects
• Customer Experience
• Innovation Projects
• Mergers and Acquisitions
• Data Quality Issues
• Audit Queries
• Data Aggregation
• Business Projects
Policy, Standards,
Processes & Reporting
Advisory on capabilities,
tools and innovation
Coordination,
communication of activities
CommunicationInnovationQualityGovernance Enablement
…Consider what is essential to enable innovation…
30

31. Business Case Considerations
• OCDO FTE's
(Opportunity to
resource through
consolidation of
current data
resources and
new hires)
• Training for each
role and tools
People
• Design,
implementation
and operation of
OCDO processes
• Program
development for
core OCDO
business
capabilities.
Process
• Reduced cost of
data storage
• Reduced cost of
regulatory and
legal compliance
• Reduced cost of
recurring
internal/ external
findings
Cost Savings
• Hardware and
software for the
OCDO centric
project/
programs
Technology
• Improved quality
of data
• Improved
availability,
accessibility,
timeliness of data
• Improved data
controls,
measurement and
reporting
Reduce Risk
Inputs Outputs
• New Business
Models
• New Revenue
Opportunities
• Strategically
Relevant Data
Solutions
• Improved
Customer
Experience
Opportunities
Innovation
31

32. Office of the CDO Evolution
Q1 Q2 Q3 Q4 Q1 Q2 Q3 and Onwards
Innovation Enablement
Data Policies and
Standards
Data Communities
Roadmap
Assess and Complete
High-Level Plans
Board/Exec
Updates
CDO/CIO
Alignment
3 Year
Planning
CDO Program
Targets
Develop
Data Strategy
Innovation
Agenda
Advanced
Analytics
CDO Office
Recruiting
Continuous
Engagement
Long Term: True Business Value
12-24+ Months
Mid-Term: Establishing the CDO
Office 6-12 Months
Foundational
0-6 months
Board
Engagement
Data Project
Engagement
Enterprise
Engaged OCDO
Full Data
Governance Council
Operation
32

33. Quick Point the Innovation Agenda
Customers
Data Capital
Culture
Innovation
Customers
Data Capital
Culture
Innovation
Traditional Financial Services “Startup” / “FinTech”
Monetization of Data for Digital Enablement via
“Innovation Lab”
33

34. Take Away
Increase data
availability and
reliability to
optimize
decisions and
operations
Enable
Become the
enterprise
voice for data
in order to
reduce the cost,
complexity and
risk that exists
today
Advocate
Alignment of
the
organization on
the importance
of data and
elevate data as
a strategic
asset
Communicate
Demonstrate
Innovative
value to
shareholders,
customers,
executives,
employees, and
regulators
Deliver Value
Innovation Enablement
34

35. … it’s all about DATA

36. Banking, Big Data, Business Analytics,
Business Architecture, Business
Capability, Business Intelligence,
Business Leadership Business Process,
Business Transformation, Chief Data
Architect, Cloud, Customer Centricity,
Customer Relationship Management ,
Data Architecture , Data Assessments,
Data Exploration, Data Governance,
Data Integration, Data Process
Modeling, Data Quality, Data Strategy,
Data Streams, Data Visualization, Data
Warehouse, Design, Financial Services,
Enterprise Architecture, FSLDM,
Hadoop, Information Lifecycle
Management, Investment, Master
Data Management, Metadata
Management, Mobile, Next
Generation Data Platform, Open Data,
Open Source, Reference Data
Management, Roadmap, Risk
Management, Startup, Technology
Stack, Thought Leadership
Craig C. Milroy
@craigmilroy
ca.linkedin.com/in/craigcmilroy
www.slideshare.net/cmilroy