Championing Trust

The growing need for a CDAO to build sustainable trust networks

www.pwc.com.au

The rising presence of the CDAO

CDO CAO

‘New’ roles are taking shape in C-suite

CAO

CDO

5,119

14,732

1,298

3,477

Global

2013

Global

2016

Exponential growth rates

Growth drivers: outside in

Regulatorymandates

Technology acceleration

Digital expansion

Changing consumer attitudes toward data

Subsequent focus of role inside the business

Datagovernance

Data architecture and technology

Data analytics

The rising tide of expectation

More than 50% CAO programs failed to meet

ROI goals

It is not always pleasant

Source: HBR, 2016

Learnings from the coalface

Technology centric

They were too technology centric, and did not hold enough knowledge to speak the same language as the SMEs across the business”.

Appointments

We needed to create a collaborative approach to data strategy. We didn’t have the right skills in house to drive dramatic cultural shifts. But bringing in an outsider took a long time to achieve the right type of collaboration. It’s taken five years to get to the right place!”

““

What others say

Learnings from the coalface

Scepticism

A CDO is in fashion, which will soon pass over. We are yet to see the returns we need from this area of our business”. “Too slow

We implemented a hub and spoke model. The problem was the hub were too focused on governance, it slowed things down for us. We needed to move forward without their input…”.“

What others say

Fundamental factors challenging success

Clear value proposition

The right leader

for the role

Clarity of role

Reporting structure

Sponsorship and

support for long-term

Ownership and

responsibility for budget

PwC

The great expectation of C-suite

Increase value.

Manage risk.

Reduce costs.

Drive innovation.

What to do when it’s your turn

It’s a complex game…

Trust, at all times, is key

Time

Prepare

Assess

Plan

Deliver

Measure “The CDAO should continuously engage with the business to ensure they align to the overall business strategy. There is risk that too many look at vanity projects, and we know how these end”.

Relationship trust

Ways to help managetrust in role

“Earn trust, earn trust, earn trust.

Then you can worry about the rest”

- Seth Godin

A new frontier in the C-suite starts here

At the heart of the matter for C-suite role

Enabler Leader

The right formula for leadership

Superb results Catalyst in transition

Unwavering resolve Will do whatever is required, no matter how difficult

Sets the standard Settles for nothing less than perfect

Looks in the mirror Takes responsibility for error

Professional Will

Compelling modesty Never boastful

Calm determination Inspired standards not inspiring charisma, to motivate

Channel ambition Channels into company, not self

Looks out the windowTo apportion credit for success –other people, external, good luck

Personal Humility

Source: Good to Great Study

Take a disciplined approach to collaboration, and use tools of influence to help you get there

Retain faith that you will prevail in the end, regardless of the

difficulties you face daily.

Confront the most brutal facts of your current reality,

whatever they may be, with a clear strategy.

And at the same

time

Eradicate misperceptions, and utilise core competencies of those in your trust networks

The Fox knows many things. They pursue many ends at the same time and see the world in all it’s complexity. They move on many levels, never integrating thinking into one overall concept.

The Hedgehog knows one thing. They simplify a complex world into a single organising idea, or basic principle that unifies and guides everything. The essence of profound insight is simplicity.

Disciplined action to gain long term support

Engagement model via a ‘Jedi Council’

It exists as a device to gain understanding about important issues, and drive action.

• Small cohort of members • Permission to argue, but not with parochial

interest • Retain respect of every other member, via

ownership• Structure as a standing body, not ad hoc

committee with a project purpose• Periodical to ensure lasting connections• Do not limit to internal staff only, outside

perspective and observation key

Disciplined action for long term gains

Ownership and responsibility for budget

Arenas that should be fully funded and pursued

Arenas that are not at all funded or pursued vs.

Thank you

Danielle MaloneDirector, Analytics danielle.malone@pwc.com

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Unlock Data Possibilities

Read insights on the Australian market from:

PwC's Global Data and Analytics Survey 2016: Big Decisions™

www.pwc.com.au/big decisions