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I usually just use two
words to define the role of the Chief

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Data Officer and that's change agent.

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The aspects of the role
that have been changing have to do

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with what's being happening
in our industry.

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So for instance,

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with the advent of AI and the way
it's taking off most recently,

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you can see that
there is going to be an impetus

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for chief data officers
to get their companies ready for it.

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The study
obviously took a large number

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of chief data officers
and asked them a number of questions.

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And what we ended up finding
is that there were a small group

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of CDOs, 8%,
that actually spent less.

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Yet they kind of kept in terms
of performance

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and results,
they performed at least as well.

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What are they doing

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that potentially could explain why
they're getting this kind of impact?

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There are four aspects that I think

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we understood to be relevant
to this group.

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One aspect is establishing a clear
line of sight from data to value.

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It's never really been about
the data.

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It's always about the insights
that drive the business.

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Second one, it's data investments
that accelerate business growth

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or cash generation.

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If you make the investments in data

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that are doing those things,
that's going to be successful.

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Third, they position data
as a central element of business

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model innovation.

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So whatever the digital transformation
was, whatever the business model was

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that was being innovated,
they managed to convince

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their stakeholders and everybody else
participating in those...

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in that innovation,
that data is a central element.

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That positioning of data
as a central element was key.

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And finally,

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even more revealing, extreme
engagement with ecosystem partner.

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When you have extreme engagement
with those partners,

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they tend to guide you towards
what the data investments ought to be.

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That's going to lead to value.

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That entire ecosystem has to be
very engaged as you figure out

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what data to use and applied where
so that it creates the maximum impact.

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That's what points
you in the right direction.

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You know, as a change agent,

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a big enterprise is
is not that easy to change.

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You're able to start tipping it
a little bit here and there.

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But again, it rocks back on you.

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And so it gets very frustrating.

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But you have to keep at it
because at some point,

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if you're able to get to a certain
tipping point,

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then that sheer size and inertia
actually swings in your favor

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and move things forward far, far more
rapidly than you could ever imagine.

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I hope you will take the time
to read this report

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from the IBM Institute for Business Value.