In 2017, Sameer Dhanrajani outlined a vision for data and analytics leadership emphasizing the collaboration between business and IT to drive digital transformation. The need for new talent and leadership, particularly the role of the Chief Data Officer, was highlighted as organizations must evolve to manage the growing complexity of data. Successful data-driven initiatives require a shift in mindset and a cohesive strategy across all levels of the organization.

1. DATA & ANALYTICS
LEADERSHIP VISION FOR 2017
Sameer Dhanrajani
Global Business Leader
Cognizant Analytics and Data Sciences
Cognizant Technology Solutions
sameerdhanrajani.wordpress.com
https://www.linkedin.com/in/sameerdhanrajani/
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2. DIGITAL TRANSFORMATION WILL TAKE A TEAM EFFORT
Sourcing and
Vendor Management
Enterprise
Architecture and
Technology
Innovation
CIO
Applications
Infrastructure and
Operations
Security
and Risk
Business
Program and
Portfolio
Management
Data and
Analytics
Business And Technology Are Experiencing A Convergence
Businesses must use data, information and analytics more
simply and more effectively. Organizations cannot
differentiate themselves from their competitors with
technology alone
Data And Analytics Programs Are No Longer Being Led
Exclusively By IT
Data and analytics leaders now come from all parts of the
business. Now there are more data and analytics programs
outside IT than inside
Everyone will have to change, and everyone will have to
learn.
Internally, the integrative, connected, real-time nature of
digital business requires collaboration between historically
independent organizational units. To make this
collaboration happen, business and IT must work together
on vision, strategy, roles and metrics.

3. THE ROLE OF DATA AND ANALYTICS
IN DIGITAL TRANSFORMATION
Data, Analytics And Governance Are Becoming Ever More
Separate From "IT."
Processes, roles and functions that deal with data,
information, analytics and algorithms are moving outside of
IT. Similarly, information governance is emerging as a
business-based and -run activity.
The Oft-discussed Phenomenon Of "Big Data" And How To
Manage It With Governance, Analytics And Algorithms
The growing volume, variety and velocity of data present
both opportunities and risks. Without analytics, all of this
data is useless and its volume and complexity
overwhelming.
The organizational convergence of three disciplines:
information management, analytics (BI) and algorithms, and
change leadership and management
The emergence of CDO, a senior leader outside the IT
department, is of huge concern to CIOs and other client
constituencies.
DATA, AND THE
ABILITY TO ANALYZE
AND APPLY IT, IS
CENTRAL TO HOW
FIRMS COMPETE AND
COLLABORATE

4. THE NEXT 25 YEARS: THE DIGITAL AGE
The Next 25 Years Will Not Look Anything Like The Past 25
The past 25 years belonged to computer scientists,
information scientists, network designers and other
specialists. The next 25 will require new strategies, tools,
models, roles and skills.
An Abundance Of Information Is Valuable Only If It Can Be
Verified, Analyzed And Presented On A Human Scale.
We have not recognized that the underlying problem is a
lack of models, analytics and skills to deal with such
overwhelming volume and detail.
The Story Of IT So Far Has Been The Story Of The Underlying
Technology And Software Infrastructure That Supports It.
Many of the practitioners and professionals will not be
technical specialists, but business-focused generalists using
data as a tool and an enabler.
TODAY'S LEADERS,
PROFESSIONALS
AND PRACTITIONERS
ARE NOT PREPARED,
AND ARE AS DIVERSE
AS THE DATA.

5. DATA-DRIVEN MEANS A
CHANGE OF MINDSET AND BEHAVIOR
Constant Change Is The New Normal
These changes are not incremental, but they are wholesale.
Old-fashioned "change management programs" don't work
anymore.
Organizational Change Unsettles Individuals
Firms need to recognize the need for a new cadre of
leaders, architects and organizational design. Leaders must
understand how change really works on a human level.
We Need A Set Of Leaders Who Operate As "Master Change
Agents.“
These leaders must sponsor and deliver a cohesive set of
business-relevant capabilities across all channels, sources
and uses of information, in order to increase the yield on
information investments and leverage the new economics
of information.
Ownership
Control
Governance
Compliance
Stewardship
Securing Sharing
Enablement
Influence
Ethics
Liability
Byproduct Product
Asset
Truth Trust
ValueNo Value
Internal External

6. DATA AND ANALYTICS LEADERS' BIGGEST ISSUE IS TALENT
• The Biggest Talent Gaps Are Around The Universe Of
Information: Big Data, Analytics And Information
Management
• The Second Big Gap (Area) Is Business
Knowledge/Acumen
• Notably, A Significant Number Of Cios Selected The Talent
Management Process Itself (Attract/Retain) As One Of
Their Biggest Gaps, As Opposed To A Specific Skills
Category.
• Allowing Individuals To Choose Their Projects And
Managers Ensures That Talented People Work On
Projects They Are Passionate About, And It Changes The
Role Of Management From "Owner Of Talent" To
"Advocate Of The Talent's Projects And Work Styles,"
1. Information/Analytics 40%
2. Business Knowledge/Acumen 18%
3. Security and Risk 17%
4. Digital 15%
5. Project Management 13%
6. Software Development 13%
7. Architecture 12%
8. Leadership 9%
9. Attract/Retain 8%
10. Technical Skills 8%
Skill Gap

7. DIGITAL REVENUE BEATS ANALOG REVENUE
Skill Gap
Analog
Revenue
Digital
Revenue
Can be earned with less cost
Can be set up for higher velocity
(turnover)
Can more easily be earned across
geographies
Can be set up to have
recurring flows
subscription
Can be earned with less capital
investment
Can be earned with fewer
physical assets
cost
Physical Assets Required
Capital Required
cost
vs.
Can be more easily earned
based on shared outcomes
If this, then $

8. 8 © 2016 Gartner, Inc. and/or its affiliates. All rights reserved.
DATA AND ANALYTICS: THE HEART OF A DIGITAL BUSINESS
PLATFORM
Employees
Partners
Customers
Information Systems
Platform
Customer Experience
Platform
IoT Platform
Ecosystems Platform
Things
Data and Analytics
Platform

9. NEW DATA AND ANALYTICS LEADER: CHIEF DATA OFFICER
• Creating and evolving
converged information and
analytics (I&A) programs is
going to require a new type
of leader.
• In a Gartner survey, CDO
has been ranked 14th most
critical role that they
needed to create in 2014.
The job role rises to third
most critical in 2016 and
beyond
6%
2012
17%
2014 2020
50%
2015 2018
n = 359 IT and Business
Leaders Worldwide, June
2015
Ranking: The Job
in Critical Need
Today
Ranking: The Job Will
Be in Need by 2018
14 3

10. THANK YOU
https://sameerdhanrajani.wordpress.com/author/
Sameer Dhanrajani
Global Business Leader
Cognizant Analytics & Data Sciences