Transforming How We Hire CDOs: Should Strategy and Execution Be Separated?

The average tenure of Chief Data Officers (CDOs) is notoriously low, and many organisations have struggled to extract meaningful value from their data and analytics investments. One of the core issues lies in how organisations approach hiring for these roles. Almost all failures can be traced back to poor hiring choices.

The Challenge: Combining Strategy and Execution

Organisations typically hire a CDO—or their most senior data leader—on a full-time basis from the outset. This approach often assumes the same individual can develop a robust data strategy while also navigating the complexities of execution. But is it realistic to expect one person to excel at both?

When businesses hire at this level, it has become standard practice to bring someone in and hope they will:

1. Define what could and should happen (strategy).
2. Deliver on that vision to realise value creation (execution).

However, most organisations need someone who can:

• Craft a data strategy that will unlock real value if executed correctly.
• Tackle the inevitable obstacles to bring that strategy to life.

The reality? At the time of hiring, neither the organisation nor the CDO fully understands what the execution phase of the role will entail.

The Risk of Misalignment

If the person hired to lead the data strategy lacks the skills, experience, or ability to execute, several outcomes are likely:

• They leave the organisation.
• They are pushed out.
• They pivot into activities they are more comfortable with, even if these do not align with the organisation’s goals to realise value.

In larger enterprises, it is sometimes possible to mask these gaps by hiring functional leaders—like a Head of Data Engineering or a Head of Analytics. But for small and mid-sized organisations with limited budgets and headcount, the expectation is often that the CDO will both strategise and execute.

A Better Approach: Separating Strategy from Execution

Hiring a CDO in a non-full-time capacity—such as a temporary, interim, fractional, or advisory role—offers a more pragmatic solution. Here’s why:

1. Clarity Before Commitment:
   Starting with a non-permanent role provides a reflection point once the strategy is in place. The organisation gains clarity on the work required to execute the strategy, allowing them to assess whether the current leader has the skills to deliver—or whether a new hire is needed.
2. Mitigating Risk:
   In the worst-case scenario, the organisation ends up with a well-defined strategy and can hire an execution-focused leader to bring it to life.
   In the best-case scenario, the temporary hire proves they can both strategise and execute based on a clear understanding of the deliverables required.
3. Alignment with Organisational Needs:
   By decoupling strategy and execution, businesses ensure they hire individuals whose expertise matches the actual needs of the role, rather than gambling on unknowns.

Conclusion

The conventional approach of hiring a full-time CDO from the outset is one of the reasons why the average tenure for this role remains so short, and why many organisations fail to realise value from their data initiatives.

Have we become institutionalised in how we approach hiring at this level? It is an uncomfortable truth, but the data shows us the reality.

By transforming how we hire at this level—starting with temporary or advisory roles and separating strategy from execution—organisations can set themselves up for success. This approach not only mitigates risks but ensures that the right talent is in place to drive meaningful data-driven transformation that delivers value.