Since launching Season 5 of Driven By Data: The Podcast we thought we would look back at the first episode of Season 4 and see what kicked off our last season. We were joined by Barry Panayi, Chief Data & Insight Officer at John Lewis Partnership.
The Evolution and Challenges of the Chief Data Officer Role
In the ever-changing world of data and analytics, the Chief Data Officer (CDO) has emerged as a crucial figure in driving organisational transformation. However, as Barry Panayi, Chief Data and Insight Officer at John Lewis Partnership, explains, the role remains undefined and misunderstood across many organisations, often leading to misaligned expectations and disappointing outcomes.
A Career Rooted in Data
Barry’s career journey offers a unique perspective on the development of the CDO role. Beginning as a coder during the direct mail era, he transitioned to consultancy at Ernst & Young, where he helped establish their first data and analytics practice. Over time, he assumed prominent CDO roles at organisations such as Lloyds Banking Group and Amlin. Now, at John Lewis Partnership, Barry oversees data, analytics, and insights, uniting these critical functions under a single strategic vision.
John Lewis Partnership, a cherished UK retailer known for brands like Waitrose and John Lewis, operates uniquely as an employee-owned business. This distinctive structure influences its democratic decision-making approach and aligns with Barry’s mission to embed data-driven strategies across the organisation.
The Challenges of the CDO Role
Barry highlights that organisations often hire CDOs for the wrong reasons, misunderstanding the role’s purpose. Rather than simply managing a data team, a successful CDO should aim to enhance the organisation’s overall use of data to drive performance. “The CDO role should not be about running a data consultancy,” he asserts, emphasising that the role must influence enterprise-wide processes and decision-making.
One of the biggest pitfalls is treating the CDO as a temporary figure tasked with solving a specific issue, such as implementing a new platform or addressing governance gaps. This short-term view undermines the strategic potential of the role, limiting its impact.
Data’s Role in Organisational Success
Barry argues that a successful data strategy must strike a balance between delivering immediate value and fostering long-term cultural change. While many organisations invest heavily in infrastructure projects such as data lakes or platforms, these efforts often fail to meet expectations. Instead, Barry advocates embedding data-driven thinking across all levels of the organisation.
This approach requires breaking down silos between data and other functions, such as marketing or finance. For example, Barry’s team integrates transactional data with qualitative insights to provide a more holistic view of the customer. By triangulating different data sources, his team ensures their insights are actionable and aligned with business goals.
Addressing Cultural and Structural Barriers
A recurring theme in the discussion is the importance of culture and data literacy. While Barry dislikes the term “literacy,” he stresses the need for organisations to educate their workforce on the value and application of data. This involves more than hosting workshops or hackathons; it requires making data fluency a core competency through structured training and engagement.
Barry also touches on the structural challenges of the CDO role, particularly its reporting lines. While the role’s placement within an organisation’s hierarchy shouldn’t matter in theory, in practice, reporting to the wrong executive—such as a technology leader—can diminish its strategic influence.
The Future of the CDO Role
Looking ahead, Barry envisions a future where the CDO role evolves to drive not just operational efficiency but enterprise-wide transformation. However, for this vision to be realised, organisations must better define the role and set realistic expectations during the hiring process. Barry advises aspiring CDOs to approach interviews with confidence, asking probing questions about the organisation’s data strategy and aligning their vision with the company’s goals.
Ultimately, the success of the CDO depends on their ability to bridge the gap between data capabilities and business outcomes, fostering a culture where data is regarded as a vital driver of growth rather than an isolated function.
You can listen to the full episode here:
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