Navigating Uncharted Waters — Thriving as a CDO in IT-Centric Seas

As the title suggests, the journey of a Chief Data Officer (CDO) is far from a leisurely cruise. It's a constant battle for survival in hostile waters. We, as CDOs, often find ourselves in turbulent environments where data is fragmented, strategies are unclear, and resistance to change is a formidable force.

As a CDO, my role is not just about data management, but about spearheading a revolution in how an organization perceives and utilizes its data to drive business value. I aim to share my journey, not just of how we strived to survive, but how we set a pathway to overcome these challenges, revolutionizing our approach, and transforming data into a strategic asset that propels real business value, highlighting the transformative power of the CDO role.

This journey is about resilience, yes, but it's also about strategic vision. As CDO for the Office of Chief of Naval Personnel (MyNavy HR), my journey in transforming an organization’s data management landscape from an IT-centered paradigm to a business-centric approach has been both challenging and rewarding. On June 12, 2024, I briefed on this journey during my keynote at the Washington, DC, CDAO Executive Summit. I wanted to share a public overview of the insights and strategies I shared and discussed with my colleagues, strategies that were born out of a forward-thinking vision.

The CDO's Role in Transformative Data Management

In today’s rapidly evolving digital landscape, the role of a CDO is not just crucial, it's urgent. Eric Schmidt, former Executive Chairman at Google, highlighted the exponential growth of data, noting that the amount of information created between the dawn of civilization and 2003 is now generated every two days.[1] By 2030, it is estimated that 352 zettabytes of data will be created annually.[2] To put this into perspective, 352 zettabytes are equivalent to 352 trillion gigabytes – enough data to fill about 3.52 trillion 4K DVDs or, if printed out, it would create a stack of paper that could reach the moon and back about 30 times.[3] This staggering increase underscores a CDO's critical and urgent role in effectively managing, securing, and leveraging this immense volume of data.

To harness the full potential of data and transform it into a strategic asset, a CDO must skillfully navigate the vast and complex seas of data management. Each aspect of this journey is crucial and will be explored in greater depth in a series of forthcoming articles. For now, here are the key areas that form the core of my data management philosophy:

·???????? Establish robust data governance and infrastructure to ensure strategic planning aligns with organizational goals.

·???????? Ensure data quality and integration to enhance effective data management and operational efficiency.

·???????? Implement advanced security measures and regulatory compliance to protect data integrity and maintain trust.

·???????? Optimize cost management through efficient resource allocation and cost-effective data solutions.

·???????? Leverage advanced analytics and business intelligence to drive informed decision-making and strategic planning.

·???????? Prepare for future challenges by developing scalable infrastructure and adopting emerging technologies.

·???????? Automate processes and manage data lifecycle to streamline operations and increase productivity.

·???????? Educate stakeholders and promote data literacy to foster effective communication and buy-in across the organization.

·???????? Drive innovation and maintain a competitive edge by cultivating a culture that values data as a strategic asset.

Shifting Mindsets: From IT-Centric to Business-Centric

To bridge the gap between an IT-centric and a business-centric data strategy, we must acknowledge the challenges and recognize that this transition is not easy. It requires a clear strategic vision, collaborative efforts, and empowering our teams through education and improved data literacy. By aligning our data initiatives with business objectives and fostering a culture that values data as a strategic asset, we can transform our reality into something closer to the dream.

The transition from viewing data as a mere technological asset to recognizing it as a strategic cornerstone – essential for achieving organizational goals – is fundamental. This shift requires fostering buy-in at all organizational levels and demonstrating the tangible benefits of aligning data strategies with business objectives. To that end, I present the following framework:

?The Process of Navigating Uncharted Waters

1.????? Assessing the Current State:

When I first assumed the role of CDO, it was evident that our organization did not have a formal data strategy. Instead, the approach to data was IT-centric, with data seen as a byproduct of IT operations rather than a strategic asset. The strategies in place for transformation efforts were IT-driven, lacking a cohesive vision for data management. To shift this mindset, I conducted a comprehensive maturity assessment to document various aspects of our Data and Analytics (D&A) management. This assessment highlighted gaps and areas needing improvement, setting the stage for our strategic transformation. By identifying these deficiencies, we could develop a roadmap to evolve from an IT-centric perspective to a business-centric data strategy, emphasizing the importance of data as a strategic resource for decision-making and operational excellence.

2.????? Building the Vision:

Crafting a clear vision and mission statement was crucial. I needed to demonstrate that data is a critical business asset requiring dedicated management, detailed planning, and strategic alignment with business goals. I borrowed basic concepts from many successful organizations' mission and vision statements, emphasizing the importance of delivering quality data to the right people at the right time to drive informed decisions and innovation. I then morphed this concept into a mission and vision statement that fit our organization. The MyNavy HR CDO office mission became to "Champion a data management organization that is agile, innovative, and supports decision-makers with speed-of-thought data insights." The vision was to "Establish a mature data-driven enterprise providing quality data that empowers stakeholders and enables the Navy to maintain superiority against adversaries." This vision guided all subsequent efforts and ensured alignment with organizational goals.

3.????? Establishing Data Governance:

Effective data governance is the backbone of any successful data strategy. Distinguishing between IT governance and data governance is crucial. While IT governance focuses on managing and securing technological infrastructure, data governance ensures that data is accurately managed, compliant with regulations, and used strategically to drive business value.

We developed a Data Governance Charter to outline clear processes, roles, and accountability. This charter ensures data quality, security, and compliance while promoting a culture that values data as a strategic asset. During initial discussions with the Chief of Naval Personnel, it became evident that concerns about disconnected or duplicate governance structures needed to be addressed to prevent executive fatigue and streamline decision-making processes.

A Data Governance Board is crucial for addressing these concerns and ensuring cohesive governance. Key distinctions between systems governance and data governance include their focus areas, objectives, and policies. Systems governance primarily manages IT infrastructure and focuses on efficient, secure IT operations, including IT resource allocation and cybersecurity. In contrast, data governance deals with the business aspects of data management and usage, aiming for accurate, compliant data for decision-making and assuring data quality, privacy, legal compliance, and data lifecycle management. These two domains cover different material and require different subject matter experts (SMEs). Furthermore, the Data Governance Framework represents decision authorities, not a meeting structure.

4.????? Developing a Strategic Plan:

Creating a comprehensive Data Management Strategic Plan was essential to our success. While the Data Governance Charter establishes the foundational framework and processes for managing data quality, security, and compliance, the Strategic Plan serves a different but complementary purpose. It acts as a detailed playbook, guiding every aspect of our data strategy, including governance, architecture, integration, and stakeholder engagement. The Strategic Plan ensures that all data-related activities are strategically aligned with the organization's broader goals.

The development of the Data Management Strategic Plan was a collaborative effort. Every SME from all commands within the enterprise had the opportunity to author sections of the plan. We formed a cross-functional team with thought leaders from all commands to identify and develop business needs that required support from our data. By synthesizing these needs into the strategy, we created equity for these individuals. We linked these needs to overall goals, objectives, and initiatives, making the Data Management Strategic Plan more of a playbook that dictated work for the next five years.

In essence, while the Data Governance Charter defines the "what" and "why" of our data management practices, the Strategic Plan lays out the "how" and "when." Both documents are essential, working in tandem to ensure our data initiatives are not only well-governed but also effectively executed and aligned with our organization's mission-critical objectives.

5.????? Implementing a Hub-and-Spoke Model:

We proposed adopting a hub-and-spoke operational model centered on the CDO to centralize and streamline data management. This model is particularly suited to our organizational structure, which requires a more integrated and efficient system to overcome the challenges of decentralization and federation. It provides a clear structure and defined roles for data management, ensuring seamless data flow and enhanced coordination across the organization.

The hub-and-spoke approach is not a one-size-fits-all solution, but for our specific needs, it offers the necessary framework to centralize decision-making while allowing for specialized data management activities at the spokes. All stakeholders have agreed upon this model, and we are currently awaiting the signing of the Data Management Strategic Plan before proceeding with implementation.

6.????? Enhancing Data Literacy:

A significant part of our strategy involves improving data literacy across the organization. We are currently in the discovery phase and coordinating with stakeholders to conduct training sessions and workshops. These efforts aim to educate stakeholders on the importance of data and how to use it effectively. However, our office is still in its infancy; once we are allotted the needed personnel, we should be able to accelerate our progress. This initiative will foster a culture that values data and understands its strategic importance.?

7.????? Driving Cultural Change:

Shifting from an IT-centric to a business-centric approach required overcoming resistance and driving cultural change. We engaged stakeholders early in the process, empowering data champions within departments to promote data-driven decision-making. Securing top leadership support was crucial in getting to the stage we are at now, and those leaders will be essential in establishing robust data governance frameworks and driving cultural change throughout the organization. Once the Data Management Strategic Plan is signed, we will have successfully established data as a strategic asset.

8.????? Aligning Data with Business Objectives:

Aligning our data initiatives with business objectives was key to demonstrating the tangible benefits of our strategy. By using data to drive strategic business decisions and operational efficiency, we demonstrated how data insights could also enhance customer experience and drive growth. This alignment ensured that our data strategy supported the organization's overall mission and goals.

9.????? Continuous Improvement:

Navigating uncharted waters is an ongoing process. We continuously evaluate and refine our data strategy to adapt to new challenges and opportunities. This dynamic, continuous planning ensures our strategies remain relevant and actionable, driving sustained success.

Conclusion

Reflecting on the Washington, DC CDAO Executive Summit last week, I am reminded of the importance of continuous learning and adaptation. Engaging with fellow leaders who are equally passionate about unlocking the true potential of data was truly inspiring.

I am reminded of the movie, The Pursuit of Happyness,[4] a powerful story of resilience and determination, capturing the journey of Chris Gardner as he strives to overcome adversity. In a pivotal scene, Gardner asks a young stockbroker two essential questions: "What do you do?" and "How do you do it?" These questions encapsulate not only his pursuit of success but also the essence of understanding one's purpose and method.

In my participation in this and past summits, I have found these same questions to be key in uncovering the insights of successful Chief Data and Artificial Intelligence Officers (CDAOs). The answers I have received focus on fostering buy-in, aligning data with business objectives, and overcoming resistance to drive cultural change. A few parting thoughts:

? Collaborative development – and engaging all stakeholders early – ensure that everyone is invested in the data strategy.

? Empowering data champions within departments promotes data-driven decision-making.

? Using data to drive strategic business decisions and operational efficiency aligns data initiatives with business objectives.

? Leveraging data insights enhances customer experience and drives revenue growth.

? Improving data literacy and demonstrating quick wins with pilot programs helps overcome resistance.

? And finally, securing top leadership support and establishing robust data governance frameworks solidifies these efforts.

These principles have guided my approach and shaped our data strategy; we are transforming data into a strategic asset that drives business value and innovation.

[1] “The Web Is Much Bigger (And Smaller) Than You Think”. Upbin, Bruce, Forbes Magazine, April 24, 2012, https://www.forbes.com/sites/ciocentral/2012/04/24/the-web-is-much-bigger-and-smaller-than-you-think/ .

[2] “Big Data for Sustainable Development”. United Nations, https://www.un.org/en/global-issues/big-data-for-sustainable-development ; "How the data universe could grow more than 10 times from 2020 to 2030". UBS, https://www.ubs.com/us/en/wealth-management/insights/market-news/article.1596329.html .

[3] “How Many Documents In A Gigabyte? 2024 Statistics for Litigators”. Digital WarRoom, https://www.digitalwarroom.com/blog/how-many-pages-in-a-gigabyte .

[4] Muccino, Gabriele. The Pursuit of Happyness. Columbia Pictures, 2006.