The role of the CDO is at a point where it is more important than ever. However, the demands and realities of this position can be quite challenging. They have to be both strategists and operators, linking technical and business areas. Finding a CDO who can excel in both of these areas is hard to come by, especially one who will have enough time to master both areas. Having the right conditions in place can aid in this, such as having a reliable team to support and assist.
Misunderstanding the industry is what leads to further challenges along the way from the hiring process to carrying out tasks. The lack of standard practices within the industry affects role duties, tasks, line management, job titles and salary. This lack of standardisation can create confusion from company to company and even within a company.
The term ‘Data Leader’ complicates distinguishing between various roles, skills, and backgrounds for non-data professionals. Human and business skills often determine success in D&A, more so than technical skills. Critical skills such as influencing, storytelling, and communication can make a big difference in the way data strategies are understood and carried out.
A lot of Data Leaders are unknowingly set up to fail due to their employing company not really knowing what the industry is all about. Though it is challenging, quantifying and articulating the value of the data function is crucial for maintaining business interest and investment. The lack of recognition in D&A often occurs between what the data team believes to be valuable and what the business perceives as true value.
Though the organisation of line management and reporting hierarchy may seem minor, it does have a great effect on how an organisation perceives its D&A team and purpose. Reporting lines can show the real importance of D&A within the system of a company.
A CDO usually only lasts about two years in a role, but the long-term plans set out by D&A teams usually range five years. This difference shows that companies may need to plan for having different CDOs for different stages of their D&A journey. Accepting this can allow for more efficient planning and outcomes matching business objectives in a data-driven way.
A good CDO needs a good mix of attributes to be successful. These include technical acumen and business knowledge, and knowing how to handle expectations and match value with business goals. With the correct attitude, a supportive team and a knowledge of what is needed, a CDO can make big positive changes. Recognising and addressing challenges head-on is essential for the continued evolution and success of the CDO role in the modern business landscape.
Sophie Muscat
Sophie is our Head of Marketing. She has a wealth of experience in marketing and communications, having driven strategic initiatives and managed direct communications.
Signup to Our Newsletter
"*" indicates required fields
