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About this book

There is no denying that the 21st century is data driven, with many digital industries relying on careful collection and analysis of mass volumes of information. A Chief Data Officer (CDO) at a company is the leader of this process, making the position an often daunting one. The Chief Data Officer Management Handbook is here to help.

With this book, author Martin Treder advises CDOs on how to be better prepared for their swath of responsibilities, how to develop a more sustainable approach, and how to avoid the typical pitfalls. Based on positive and negative experiences shared by current CDOs, The Chief Data Officer Management Handbook guides you in designing the ideal structure of a data office, implementing it, and getting the right people on board.

Important topics such as the data supply chain, data strategy, and data governance are thoughtfully covered by Treder. As a CDO it is important to use your position effectively with your entire team. The Chief Data Officer Management Handbook allows all employees to take ownership in data collaboration. Data is the foundation of present and future tech innovations, and you could be the leader that makes the next big impact.

What You Will LearnApply important elements of effective data managementGain a comprehensive overview of all areas of data (which are often managed independently Work with the data supply chain, from data acquisition to its usage, a review of all relevant stakeholders, data strategy, and data governanceWho This Book is For

CDOs, data executives, data advisors, and all professionals looking to understand about how a data office functions in an organization.

Table of Contents

Frontmatter

Designing an Effective Data Office

Frontmatter

Chapter 1. Understand Your Organization

Abstract
Everybody talks about “data.” When you ask a company executive about the importance of data, the typical response is violent agreement. In fact, an increasing number of organizations realize that data is gaining relevance every day.
Martin Treder

Chapter 2. Aspects of Effective Data Management

Abstract
Many different aspects need to be considered for data management to become effective. This chapter intends to give you an overview of the most critical elements before subsequent chapters will allow for a deep dive.
Martin Treder

Chapter 3. The Data Supply Chain

Abstract
Data doesn’t fall from the sky. It is captured or acquired, managed, stored, transformed, forwarded, and it finally gets used. This is what I call the "Data Supply Chain".
Martin Treder

Chapter 4. Data Vision, Mission, and Strategy

Abstract
Successful business leaders often stress the need to execute. Ken Allen once said: “Most strategies are like New Year’s resolutions, full of really good intent but no desire or capability to execute” (Allen, 2019). In other words, it is essential to focus on execution. However, running fast is not sufficient. You need to know where you are heading.
Martin Treder

Chapter 5. Masterdata Management

Abstract
Data Management is about Analytics, Machine Learning, and insight through visualization, right? So, why does this book deal with Masterdata right after its Strategy part, even before covering Data Governance?
Martin Treder

Chapter 6. Data Governance

Abstract
In most cases, the direction of a data-driven organization will be different from the organization’s previous direction.
Martin Treder

Chapter 7. The Data Language

Abstract
For people to understand each other, it is not enough that they sit in the same room and that all of them can speak and hear.
Martin Treder

Chapter 8. Data Processes

Abstract
Whether people like it or not, you need to prescribe how they are supposed to deal with data. Otherwise, you will not be able to guarantee that all tasks are addressed or that all necessary activities will be executed properly.
Martin Treder

Chapter 9. Roles and Responsibilities

Abstract
Why would you define processes first before looking at roles and responsibilities?
Martin Treder

Chapter 10. Data Quality

Abstract
“Data Quality” sounds important. And hardly anybody would question the importance of Data Quality. That is why it has the potential to become another hollow catchphrase. You appear really professional if you expect “high Data Quality.”
Martin Treder

Chapter 11. Shaping Data Office Teams

Abstract
To be effective, you need to design and set up your Data Office teams carefully.
Martin Treder

The Psychology of Data Management

Frontmatter

Chapter 12. Typical Challenges of a CDO

Abstract
The business case was great, the story compelling. The superiority of the data solution compared to the conventional approach was proven. Funding was granted, the project started.
Martin Treder

Chapter 13. How (Not) to Behave As a CDO

Abstract
Of course, you should insist on starting with sufficient formal authority – but don’t rely on it: Yes, everybody should know that the Board supports you. This, however, is a “necessary condition,” not a “sufficient condition.”
Martin Treder

Chapter 14. Stakeholders

Abstract
As in every other role, you need to know your standing in the organization to be able to plan your approach. To do so, you will have to a) know your supporters and your opponents; b) understand both their knowledge and their motives and c) get a good feeling of their degree of support, that is, their willingness and their power to help you achieve your targets
Martin Treder

Chapter 15. Psychology of Governance

Abstract
Proper data governance is indispensable. But does it need to be “governance invented by the CDO”?
Martin Treder

Practical Aspects of Data Management

Frontmatter

Chapter 16. Data Business Cases

Abstract
We have reached a point where leaders expect data to increase the profitability of their own organizations. This is why we hear “Show me the money” more frequently when asking for data projects to get funded.
Martin Treder

Chapter 17. Data Ethics and Compliance

Abstract
Everybody knows that most countries don’t allow for organizations to reject job applicants for their skin color or religious belief. The reasons are easy to understand.
Martin Treder

Chapter 18. The Outside World

Abstract
No organization exists in isolation. A lot of things that happen out there have an impact on the inner world of an organization. They form threats but also opportunities.
Martin Treder

Chapter 19. Handling Data

Abstract
Do you consider your organization’s data lake your Single Source of Truth? Or at least the target?
Martin Treder

Chapter 20. Analyzing Data

Abstract
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Martin Treder

Chapter 21. Data Management in Crises

Abstract
In one of my data roles, my team and I had prepared for any crisis we could imagine. Our computers were full of great tools and data. Then a ransomware attack hit the entire organization. Our company had not been the target, but the ransomware spread into our network. All of our Windows-based systems got infected, and the network went down within minutes.
Martin Treder

Chapter 22. Data in Mergers and Acquisitions

Abstract
Many mergers of different organizations – be it between equals or as an acquisition – fail.
Martin Treder

Chapter 23. Data for Innovation

Abstract
As a first step, how about demystifying “innovation” a little?
Martin Treder

Backmatter

Additional information

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