The document outlines the top 10 learnings from a Chief Data Officer's experience over 24 months. They include issues like lack of defined direction and executive alignment, focusing too narrowly on regulatory demands instead of innovation, difficulties communicating the CDO opportunity, challenges placing the CDO office in the organization, and underestimating how long it would take to establish the office. It provides advice on establishing a process to involve key leaders, defining the CDO mandate and skills needed, aligning with stakeholders, and developing an operating model. The overall message is that establishing a successful CDO role takes longer than expected and requires addressing many organizational factors.

1. @CraigMilroy © 11-2014© 12-2014
Chief Data Officer:
After 24 months… Top Ten Learnings…
Craig C. Milroy, Chief Data Architect

2. @CraigMilroy © 11-2014@CraigMilroy
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 25 percent of large
global organizations will have appointed CDOs
by 2015… Gartner Inc. 01/2014
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 ...

3. @CraigMilroy © 11-2014@CraigMilroy
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.
…determine the best approach for resource
allocation and resolution...
…organizations must understand the source
of the challenges ...

4. @CraigMilroy © 11-2014@CraigMilroy
Businesses that understand opportunities within….
…The Office of the Chief Data Officer (OCDO) will
enable an effective business technology
response…
…have an ability to create a competitive
advantage within their target market…

5. @CraigMilroy © 11-2014@CraigMilroy
… it’s all about DATA

6. @CraigMilroy © 11-2014@CraigMilroy
… after 24 months…
TOP TEN LEARNINGS

7. @CraigMilroy © 11-2014
Top Ten Learnings: One
…Lack of Defined Direction and Alignment…
...Limited engagement of key executives to
support the CDO conversation…
Establish a
process for
involving key
leaders that
builds sustained
understanding
and
commitment
Promote
Alignment
Build a visible
network of
leaders to
champion the
Office of the
CDO.
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

8. @CraigMilroy © 11-2014@CraigMilroy
Top Ten Learnings: Two
Innovation
Growth
SpeedCustomer
Customer
Satisfaction
Operational
Risk Reduction
FinancialEfficiency
Risk Exposure
Regulatory
Controls
Responsiveness
…What would a CDO Mandate Look Like?…
... A singular focus on Regulatory Demands…

9. @CraigMilroy © 11-2014@CraigMilroy
Top Ten Learnings: Three
Innovation
Growth
SpeedCustomer
Customer
Satisfaction
Operational
Risk Reduction
FinancialEfficiency
Risk Exposure
Regulatory
Controls
Responsiveness
…What would a CDO Mandate Look Like?…
... A lack of focus on the Innovation Agenda…

10. @CraigMilroy © 11-2014
• Continued backlog of requests
business insights
• 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
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 defined assets
Top Ten Learnings: Four
… No consistent elevator pitch for the CDO
opportunity…

11. @CraigMilroy © 11-2014 11
… Limited enterprise lens into business technology
priorities …
Top Ten Learnings: Five
Info. Lifecycle
ManagementData
Security & Privacy
Master Data
Management
Data Governance
Database
Management
DB
Data IntegrationAnalytics & BI
Metadata
Management Reference Data
Data Quality
Data
Services
Customer
Innovation
Operational
Regulatory

12. @CraigMilroy © 11-2014
CDO
Internal
"Innovator"
CDO
The
"Architect"
… Acquiring the CDO leader without broad ranging
skills…
…This leader is relatively rare within the data
conversation…
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.
Identify new
business
opportunities
through the
use of data
assets to
accelerate
competitive
advantage
Top Ten Learnings: Six

13. @CraigMilroy © 11-2014
"Cloud Cover"
CEO
CDO
CIO CxO
CEO
CDO CIO CxO
"Value Realized"
CEO
CDO
CIO CxO
"Organizationally
Focused"
CDO
LOB
Top Ten Learnings: Seven
… Placement of the Office of Chief Data Officer within
an organizational structure that does not enable
business data success …

14. @CraigMilroy © 11-2014@CraigMilroy
CIO CxO/LOB
Board
CDO
Governance StrategyInnovation 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
Top Ten Learnings: Eight
… Limited alignment and engagement with key
organizational stakeholders…

15. @CraigMilroy © 11-2014
Executive Level
Working Level
Execution Level
• Regulatory Projects
• Customer Projects
• Mergers and Acquisitions
• Data Aggregation
• Business Projects
CommunicationInnovationQualityGovernance Enablement
Top Ten Learnings: Nine
… Undefined CDO operating model…

16. @CraigMilroy © 11-2014
Q1 Q2 Q3 Q4 Q1 Q2 Q3 and Onwards
Improved Business Value and Innovation
Data Policies and
Standards
Data Communities
Roadmap
Assess and Complete High-
Level Plans Continuous
Communication
CDO/CIO
Alignment
3 Year
Planning
CDO Office
Targets
Develop
Data Strategy
Innovation
Agenda
Advanced AnalyticsCDO Office
Build Out
Continuous
Engagement/Improve
ment
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
Top Ten Learnings: Ten
… Establishment of the Office of the CDO will take
longer than expected …

17. @CraigMilroy © 11-2014@CraigMilroy
… it’s all about
DATA LEADERSHIP
17

18. @CraigMilroy © 11-2014@CraigMilroy
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