Driven by Data | The Newsletter, Edition 96

The end of January is finally in sight! It's been quite a month for us prepping for the year ahead.

Today's episode of Driven By Data: The Podcast

Value realisation remains one of the biggest challenges in our industry. While some organisations excel in this area, others, for various reasons, continue to struggle. In Episode 9 of Season 5 of Driven By Data: The Podcast , we were joined by Paul Hollands , Chief Data & Analytics Officer at AXA UK , to discuss value as the ‘North Star’. The conversation covered how structuring the data agenda can drive impact as the first CDAO at the UK & Ireland level, the role of a clear North Star in focusing on the commercial impact of data and AI, and the importance of building strong foundations to execute data and AI use cases effectively.

TODAY: LinkedIn Live with Peter Everill

Peter Everill will be joining Kyle Winterbottom today at 2 pm GMT for an engaging LinkedIn Live event as we delve into the core challenges and opportunities for modern data functions in driving real business value ??

?? Peter has operated across 17 organisations, delivering tangible, commercial business benefits.

What we'll explore:

• The Goal: How data can contribute ￡100 million+ annually to an organisation's bottom line.
• The Method: A systematic framework for data teams to deliver demonstrable impact financially
• The Challenges: What makes it hard to practice and what are the approaches to overcome these challenges?

This dynamic session will uncover how data leaders can align their functions to deliver measurable impact and navigate organisational obstacles.

THIS THURSDAY: Catch Kyle Winterbottom on Data Literacy Academy's The ROI of Data Literacy webinar

Register now for an engaging session hosted by the Data Literacy Academy, tackling one of the toughest topics in data literacy: ROI. Discover the benefits of investing in data literacy, from reducing reliance on technical teams to boosting collaboration and accelerating data-driven strategies. Learn from case studies how tailored programmes drive efficiency, better decision-making, and cultural transformation. Gain expert insights on building successful initiatives aligned with your goals, and join an interactive Q&A to get actionable advice for scaling your efforts.

Featuring Greg Freeman & Antony Burton from Data Literacy Academy and our Kyle Winterbottom.

Have you read our Magazines?

Unleashing the Power of Data for the World's Leading Data, Analytics & AI Executives

Inside our editions, you'll find exciting content including:

?? Our Featured Leaders Ranil Boteju and Michelle Gansle

?? Insights from various experienced data leaders

?? Driven by Data Book Club

?? Insights by leading companies

?? ...and much more!

We need you!

Cohort 9 is fast approaching and we’re thrilled to be approaching 300 partnerships and welcoming over 500 participants to the programme.

If you’re in the Data & Analytics space and eager to learn from:

• High-profile business leaders
• Published authors
• Renowned keynote speakers

Then this is an opportunity worth exploring!

Applications are now open for both mentors and mentees. Check out what participant McKinley Muir Hyden had to say about the programme!

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

This week's blog post is by our CEO & Founder Kyle Winterbottom

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—full-time from the outset. This approach often assumes that 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 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 it 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.

And of course this week's data joke:

Why did the data analyst go broke?

Because they lost all their cache! ??