The CDO-CIO Turf War is a Waste of Time And Here’s What Really Matters

Over the last few weeks there have been a lot of posts about who should own AI etc. and it seems that the data industry is tearing itself apart over this, as if job titles and semantics are the solution that could make it magically deliver value.

Chief Data Officers (CDOs) want control, insisting of course that data is the key to AI success, which is true, and while this is happening, Chief Information Officers (CIOs) are stepping in, fed up with seeing data and AI projects go nowhere.

But here’s the harsh truth, neither the title nor the turf matters. All that matters to business leasers is delivering results and driving the business forward positively.

Right now, many CDOs are under delivering, which is why CIOs are taking over. But without a radical change in focus, it won’t make a difference who’s in charge.

The Data Industry Needs a Reality Check

Instead of asking whether AI should belong to the CDO or CIO, we should be asking why the data industry is still bogged down in semantics and navel gazing. AI and data strategies are supposed to drive real business impact. But what are we doing instead? Debating whether it’s “data” or “information,” as if anyone in the C-Suite cares. CEOs and COOs are sick of it, and they’re not wrong.

CDOs, in particular, need to get back to the basics: show that data and AI can make a tangible difference, or step aside. The answer isn’t about ownership. It’s about who can actually make data deliver value. And let’s be honest, there are very few who have done this.

Here’s the Fix: 4 Steps to Make Data Matter Again

1. Kill the Terminology Debate: Let’s get one thing straight: nobody cares if it’s called data, information, or a “data asset.” Obsessing over definitions is a sign the data team has lost the plot. The only thing that matters is whether data initiatives contribute to the bottom line. If your biggest issue is semantics, you’re not delivering value.
2. Prioritise Real, Business Critical Use Cases: Too many data teams are driven by technical ambition, not business need. This has to stop. AI strategies should be anchored in specific, measurable business outcomes. Forget chasing fancy tech for tech’s sake. Identify the top business priorities and focus data efforts there. If it doesn’t drive impact, it’s dead weight.
3. Measure CDO Success by Business Impact, not Technical Metrics: The CDO role will only survive if it proves it can generate real, measurable business value. And no, pipeline stability and data accuracy don’t count as “value” if they’re not tied to business goals. Track metrics that matter like revenue, efficiency, and customer satisfaction, and drop the technical jargon. If you’re not speaking the language of the business, you’re already losing the plot.
4. Create Cross-Functional Teams that Get Results: Forget about who owns AI and focus on who can make it work. CDOs and CIOs both have a role to play, but it’s collaboration that will actually get results. CDOs understand data’s strategic potential, while CIOs excel in tech execution. Bring the two together to deliver genuine, practical impact. Stop the turf wars and start producing.

The Bottom Line: Less Talk, More Results

The data industry is at a crossroads, and the path we choose will define not just roles and responsibilities but the very purpose of data and AI within business. We can continue down the well-worn road of debates and turf wars, where roles are protected, definitions are guarded, and outcomes are delayed. Or we can finally step up and deliver the results businesses are crying out for.

For too long, we’ve treated data as an isolated asset, precious in its own right. But data has no value in a vacuum. It’s worth lies entirely in its ability to serve a purpose, to bring clarity, efficiency, and, ultimately, profit to the organisation. To realise this potential, data professionals must shift from defending titles to defending business relevance. And this means making a clear, measurable impact.

The answer isn’t to argue over whether the CDO or CIO should “own” AI or data; the answer is for both roles to transcend their current limitations. Ownership in data and AI isn’t about who controls it, it’s about who can amplify its utility and prove its worth to those who hold the organisation’s purse strings. Leadership in data must be earned through business outcomes, not asserted through titles.

This requires a philosophical shift for many CDOs who have come to see data as an end in itself, forgetting its true purpose. The role of data and AI is to create a better, smarter, more resilient business. It is to be embedded within strategy, woven into the fabric of decision making, and attuned to the changing dynamics of the market. We must let go of the need to own for ownership’s sake and embrace the need to serve for purpose’s sake.

It’s time to ask ourselves tough questions: Are we genuinely contributing to the business? Are we focused on outcomes that matter, or are we caught up in internal debates that executives dismiss as irrelevant? This is not just about proving the value of the CDO role, but about proving the value of data and AI itself. When these fields are aligned with true business priorities, they can drive innovation, competitive advantage, and resilience in the face of disruption. But to achieve this, the data industry must stop looking inward and start looking forward.

Deliver Value or Get Out of the Way

To every CDO, CIO, and data leader: the time for internal wrangling is over. Step up and start delivering results that speak the language of business. Forget who owns what and focus on how data and AI can be the powerhouse of growth and innovation.

Align your data efforts with real, business critical use cases, track progress with metrics that matter to the boardroom, and collaborate across functions to ensure AI isn’t just another tech fad but a tool for meaningful change. If we can’t do that, then the data and AI industry will remain a support function rather than the strategic force it should be.

The stakes couldn’t be higher. Let’s make data and AI indispensable to business success. The time is now, deliver value, or get out of the way.