Introduction

This chapter explores the tensions that may exist between data and IT, the boundary between IT and data, and the role of the CDO as a technology evangelist. The differences between ‘information’, ‘digital’ and ‘data’ are discussed, as well as the importance of shifting the conversation from ‘systems’ to ‘data’.

Understand the context

This is an interesting topic, and so much will depend on a number of factors:

• • the background, experience and technology expertise of the CDO

• • the organisational structure that the CDO has been dropped into – do they report directly to the CTO/CIO, do they sit alongside these roles, or are they quite a long way from them reporting into Finance or the CFO or even the General Council?

• • the state of the current technology estate

• • the maturity of ‘data’ technology in the organisation

• • ownership of business systems, e.g. the CRM or the asset management system

• • the maturity of data ownership

• • the data literacy of the leadership team.

Whatever the context, there are some common threads.

The CDO should have some ‘data technology’ understanding or, if not, recruit a senior colleague or partner to provide the cover. What ‘data technologies’ are we talking about? Without naming any individual brands or suppliers, the CDO, or someone close to them in their team, should be well versed in the ‘art of the possible’ in the technologies of master data management, metadata, data storage, data encryption, data lineage, reporting tools, dashboarding tools and analytics tools. But, this book isn't about these technical applications, it is to help the CDO, and perhaps the CTO, to understand the CDO's role and relationship to technology. It is also about understanding that some roles and responsibilities will shift and change.