Is the CDO (Chief Digital Officer) Actually the DCO (Digital Culture Officer)?

Culture eats strategy for breakfast- Peter Drucker

When legendary management guru Peter Drucker penned the above line, he could very well have had the data and analytics revolution in mind! In recent years, the ‘data mindset’ has been dictating business strategy. Data and its ability to drive transformational business outcomes is at the forefront of a paradigm shift today.  

While technology is the driver, the enabler, and seems to be the hero, the real protagonist is culture. The number of times data ‘mindset’ is emphasized in data and analytics conversations, over technology or even strategy, is an indicator of how culture indeed eats everything else for breakfast. What is the biggest challenge for CDOs - Digital Culture 

The change from the culture of mere data technology to data monetization is a big leap, and the biggest challenge faced by CDOs. The paradigm shift from data being ‘useful’ to ‘critical’ to ‘core’ has happened fast. And it puts an onus on the culture of the organization  

Interestingly, the challenge faced by the CDO is two-fold:  

- Gaining credibility and trust as a worthy ally especially to the CIO, and  

- Getting businesses to accept and integrate data strategies wholeheartedly  

Picture an organ transplant.  
 
Unless the recipient's body assimilates and integrates itself with the new, “foreign” organ, the results are severely counter-productive.   

They can even be fatal! 

Some of the steps that enterprises can therefore take to ensure a seamless transition are: 

1. One vision for the organization – Tech/ Data + Business = Victory
   

   
   Organizations need to embrace not just the CIO but the CDO too. Organizations should showcase a unified vision to all their employees where technology and business leaders sit next to each other and talk the language of unified KPIs like growth, scalability, green operations, brand, etc.  

   Promote organizational buy-in (through marketing campaigns) and promote confidence (through word of mouth and role play by key influencers).

2. Team building is more crucial than team enhancement
   

   
   Far too many organizations make the mistake of merely building large teams to chase their digital transformation goals. Cultural aspects are often overlooked. A small but cohesive, motivated, and engaged team that is committed to the data monetization vision is far more effective than a large team with no real connection.   

   Another challenge is the sheer number of leaders, especially in large firms like Fortune 500 organizations even within the CDO and CIO teams. This leads to too many roles and projects, but too little cohesion.  

3. The ‘data first’ culture 
   

   
   The ‘data first’ or ‘digital first’ culture is arguably the biggest need of the hour. Unless the last node of the organization i.e. every employee looks at data as the biggest driver in their work monetization will remain a dream. Moreover, the message must be driven deep enough so that data can drive growth for the individual and the organization.   

   Thus, while CDO stands for Chief Digital Officer, they are also the DCOs i.e. Digital Culture Officers! 

4. Human Capital Alignment
   
   Organizations need to empower the key “Data” team members and educate them on the business metrics. If the data scientists and data engineers are just playing in the “data” world then the business leaders have to ensure they come to the discussion table for business visualization.
   
   
5. Act bold, act fast 
   
   
   • The Executive Sponsor should communicate/emphasize that a new direction (new ways of working) is required. 
   • Build an agile team structure and give immediate access to relevant technology to them. 
   • Design new digital tools which focus on access to data, agility of cloud and speed & accuracy of AI algorithms.
   • Break free of traditional thinking while designing new digital solutions, processes and frameworks.

A pressing conundrum, though, is what comes first: institutionalizing the CDO role to build data monetization capabilities or identifying data monetization opportunities first and then creating the CDO role?  

Admittedly, there is no right answer or even one answer here.  

But what we know is this: the data mindset is key, followed by ideation, identification, strategy, planning and pilot projects. Also, it is usually better to groom this leader internally rather than hiring externally. After all, to change the culture, having lived it is a definite advantage. 

Coforge has strong experience in designing data & digital strategies for Fortune 1000 enterprises and imbibing a data culture in parallel to sustain solid results quarter after quarter. 

Inferring on this

In conclusion, the CDO's role is not merely about technology or data, but about fostering a culture that values and leverages data as a strategic asset. This cultural shift requires not just buy-in from the top brass, but also a concerted effort to educate, empower, and align every single employee with the data-driven vision.  

By breaking down silos, promoting collaboration, and investing in the right talent, organizations can unlock the true potential of their data and achieve transformative business outcomes. Remember, data is the fuel that drives the digital engine, but it's the human element, the "DCO" spirit within the CDO, that truly steers the organization towards a data-fueled future.  

So, are you ready to embrace the data revolution and cultivate a culture where data is not just analyzed, but truly lived? The time to act is now. 

Do you have any experiences to share? We would love to hear about them. 

Write to us at CoforgeBPS@coforge.com