Skip to main content

Stepping into the role of Chief Data Officer is a significant career move, often involving challenges unique to each organisation. For Denholm Hesse, CDO at BDO UK LLP, his first 100 days provided invaluable lessons on navigating the complexities of data strategy, leadership, and organisational culture. In a recent episode of Driven by Data: The Podcast, Denholm shared how he tackled this crucial period to set the foundation for long-term success.

1. Gaining a Deep Understanding of the Business

The first step in Denholm’s strategy was to immerse himself in understanding BDO’s business operations, structure, and goals. BDO is a global professional services firm with a partnership model, meaning each partner has autonomy over their business area. This federated structure required Denholm to carefully navigate how to integrate data into every part of the business.

“I spent time identifying key stakeholders, understanding what they care about, and getting a sense of how decisions are made across the firm,” Denholm explained. This approach helped him pinpoint where data could provide the most value and where he could build strong relationships with supporters of data-driven change.

2. Leveraging Data as a Strategic Asset

Denholm’s mandate as CDO is clear: to maximise the value of data while protecting the organisation from its liabilities. This responsibility is not just about managing data but integrating it into the company’s operations in a way that influences decision-making at all levels. Denholm identified three key areas of focus for his role:

  • Leveraging data as an asset: How can BDO use data to drive better business decisions?
  • Protecting the business from data liabilities: Ensuring proper data governance, security, and compliance.
  • Making data operational: Embedding data into the day-to-day operations to improve business processes.

Data, according to Denholm, must be treated as a core asset that influences both strategic and operational decisions. Ensuring that data is accessible, trustworthy, and actionable allows organisations to make informed decisions, driving both innovation and operational efficiency.

3. Building Data Literacy and Culture

A critical aspect of Denholm’s first 100 days was fostering a data-driven culture across the firm. He stressed the importance of not just making data available, but also ensuring that people at all levels are equipped to use it effectively. “It’s not just about creating dashboards or reports – it’s about empowering the organisation to make decisions based on data,” he noted.

Denholm has focused on promoting data literacy and building a culture where data is integral to decision-making processes. This includes ensuring teams understand the value of data and how to use it in their daily operations, rather than treating it as a siloed resource managed by IT.

4. Establishing Clear Mandates and Realistic Expectations

One of the biggest challenges for any new CDO is managing expectations. Denholm emphasised the importance of having clear conversations during the hiring process about what the role entails and the level of influence it carries. For him, understanding the mandate and the seat at the table was essential.

“Being transparent about what I can and can’t do – and the areas where I need support – has been crucial,” Denholm said. At BDO, Denholm has made it clear that his role isn’t just technical; it’s about aligning data with the business strategy and operationalising it to achieve real business value.

This approach meant that Denholm could set clear expectations from the start, both for himself and for those around him, helping to avoid misunderstandings about the role’s scope and influence. For him, alignment with the business strategy and clear communication were fundamental to driving data-driven decisions.

5. The Importance of Quick Wins vs. Long-term Vision

Denholm also discussed the delicate balance between achieving quick wins and laying the groundwork for long-term strategic success. While quick wins can help build momentum, he emphasised that they should not distract from the broader mission of data transformation.

“The focus should be on delivering meaningful value, not just checking off short-term goals,” he said. At BDO, Denholm has worked on establishing foundational structures, such as data governance councils and a robust data strategy, to ensure long-term sustainability. While tangible results are essential, they must align with the organisation’s broader vision for data.

6. Creating a Framework for Success Beyond 100 Days

While the first 100 days are about understanding and laying the groundwork, Denholm’s approach also looks toward the future. Moving beyond the initial phase, he is focused on executing a clear data strategy, prioritising use cases that will provide measurable value to the firm. This includes ensuring that the firm’s data governance and cultural initiatives are aligned with its operational goals.

“As you move from the 100-day mark, you begin executing and delivering against the strategy, ensuring that the data function is integrated into the firm’s core operations,” Denholm explained. By setting the foundation in the first few months, he is confident that the groundwork is in place to drive significant value over the long term.

Conclusion

Denholm Hesse’s first 100 days as CDO at BDO UK LLP provide a valuable roadmap for any data leader stepping into a new role. By focusing on understanding the business, building relationships, establishing clear mandates, and aligning data with business strategy, he has laid the foundation for success. As organisations continue to recognise the importance of data leadership, Denholm’s approach highlights the need for a clear vision, operationalisation of data, and strong cultural buy-in to drive meaningful business transformation.

 

You can listen to the full episode here:

Signup to Our Newsletter

"*" indicates required fields

Name*
Email*