The Chief Data Officer (CDO) role is broken.
Too many CDOs start with big visions, only to find themselves buried in politics, firefighting, and unclear expectations. Within a few years, they’re either sidelined - or out the door.
Why? Because organizations hire CDOs without a real strategy for success. They expect data to “magically” drive business value but fail to set up the role for impact.
Here’s what’s really happening:
- Vague or unrealistic expectations - Are you the data steward? The analytics leader? The digital transformation guru? CDOs often inherit a mess of responsibilities with no clear mandate, making it impossible to prioritize and deliver value.
- No business buy-in - If the CDO is the only one pushing for data-driven change, they’ve already lost. Without strong executive sponsorship and alignment with business goals, data initiatives stall.
- Overemphasis on governance, underemphasis on business impact - Governance is crucial, but it can’t be the first thing you sell to executives. If you lead with policies and frameworks instead of how data drives revenue, efficiency, or customer experience, you’ll be ignored.
- Reporting to the wrong executive - If the CDO reports too low in the organization - often to the CIO or buried under IT - data remains a back-office function instead of a business enabler. Without direct access to decision-makers, the CDO’s influence is limited.
- Define and align your role - Get explicit about expectations. Are you driving analytics, governance, business strategy, or all of the above? Negotiate a clear mandate and ensure it aligns with business priorities.
- Solve a high-value business problem first - Forget the five-year roadmap - deliver a quick win that proves data’s value. Whether it’s optimizing marketing spend, improving customer retention, or streamlining operations, start where the business feels the pain.
- Shift the conversation from data to outcomes - Business leaders don’t care about data governance - they care about revenue, risk, and efficiency. Frame every initiative in terms of measurable business impact.
- Secure the right sponsorship - The best CDOs have the CEO, CFO, or COO in their corner. If you don’t have executive buy-in, you’ll be fighting uphill battles at every turn.
Being a CDO doesn’t have to be a revolving-door position. But it does require a shift in approach - from data-first thinking to business-first execution.
If you’re a CDO (or hiring one), ask yourself: Is this role set up to drive real business value, or just another data management function?
Senior Systems Admin @ Lake Victoria Basin Commission | ICT Governance, Project & Infrastructure Management, Cloud Computing, Policy Strategy & Business Analytics
1 天前I agree, clarity in expectations, demo use cases with a clear path towards strategically driving continuous business appreciative value and executive buy in… well this corresponds almost to the T with frameworks such as Togaf and PRINCE2. Always a dew drop of inspiration Jose Almeida !
Spot on! A CDO’s success hinges on driving real business outcomes, not just managing data. Aligning with leadership and proving value early makes all the difference.