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Rapid advancements in artificial intelligence (AI), particularly generative AI are putting more pressure on analytics and IT leaders to get their houses in order when it comes to datastrategy and data management. But the enthusiasm must be tempered by the need to put data management and datagovernance in place.
Yet, while businesses increasingly rely on data-driven decision-making, the role of chief data officers (CDOs) in sustainability remains underdeveloped and underutilized. However, embedding ESG into an enterprise datastrategy doesnt have to start as a C-suite directive.
Proving the ROI of AI can be elusive , but rushing to achieve it can prove costly. Align datastrategies to unlock gen AI value for marketing initiatives Using AI to improve sales metrics is a good starting point for ensuring productivity improvements have near-term financial impact.
The reality is that we cannot take multiple years to realize an ROI as the industry is moving too quickly. Renovating it while realizing incremental ROI — customer or operational benefits — is the pragmatic approach to moving forward. In some cases, firms are surprised by cloud storage costs and looking to repatriate data.
Wartons Navigating Gen AIs Early Year Report says 57% anticipate slower AI spending increases, an indicator that enterprises are still searching for ROI on their initial investment. 2025 will be the year when generative AI needs to generate value, says Louis Landry, CTO at Teradata.
And, while change at large organisations is tough, data leaders would be wise to reframe such transformations as business opportunities rather than burdens. In other words, ethics and governance aren’t just about mitigating risk; with the right approach, they can boost profits, productivity, and ROI. What’s your datastrategy?
Adding another position may not be terribly appealing, but there is one C-suite role every company should consider—chief data and analytics officer (CDO or CDAO). Data is the lifeblood of modern business, the fuel that powers digital transformation, and every company should have a datastrategy.
Investire nella data platform: il CIO deve coinvolgere l’intera azienda IDC ha definito “Data Thrivers” le organizzazioni che sono mature nella datastrategy e, quindi, generano valore dai dati. Il CIO ha, tuttavia, il fondamentale compito di coordinare la C-suite sulle strategie che ruotano intorno ai dati.
What does a sound, intelligent data foundation give you? It can give business-oriented datastrategy for business leaders to help drive better business decisions and ROI. It can also increase productivity by enabling the business to find the data they need when the business teams need it.
By George Trujillo, Principal Data Strategist, DataStax Innovation is driven by the ease and agility of working with data. Increasing ROI for the business requires a strategic understanding of — and the ability to clearly identify — where and how organizations win with data. Data Management
As such, rudimentary data is used for reporting purposes, but it doesn’t influence wider business operations or strategic decision-making. This stage is typical for organisations that are just starting to develop their datastrategy. Data lineage is understood, but only partially mapped. Nurturing internal support.
By regularly conducting data maturity assessments, you can catch potential issues early and make proactive changes to supercharge your business’s success. Understanding your data landscape Data maturity assessments help organisations understand the strengths and weaknesses of their data, across different business areas and geographies.
Data democratization instead refers to the simplification of all processes related to data, from storage architecture to data management to data security. It also requires an organization-wide datagovernance approach, from adopting new types of employee training to creating new policies for data storage.
A company cannot report on scope 3 category 7 of employee commute without employee data from HR or facilities management data, or without the technology platform and datagovernance to have an auditable view of that data.
What are common data challenges for the travel industry? Some companies struggle to optimize their data’s value and leverage analytics effectively. When companies lack a datagovernancestrategy , they may struggle to identify all consumer data or flag personal data as subject to compliance audits.
The resulting map of how your organisation uses (or could be using) data to create value gives you the language you need to think about your data as a strategic asset and compare ROI from data investments with ROI from projects involving other business assets. Evaluate the condition of your data.
Most organisations undergoing a digital transformation understand that data is critical, but how many are actually managing data as an asset ? While businesses are happy to make investments in their underlying technology to become more data-driven, they could fail to realise an ROI because their data assets are poorly managed.
The use cases and customer outcomes your data supports and the quantifiable value your data creates for the business. How does defining data landscape in this way help your organisation? Suffering from “garbage in, garbage out” syndrome with bad or misapplied data leading to incorrect or irrelevant results.
There’s an impossible amount of information thrown at us every day. Our jobs, calls, emails, news media, dashboards, more emails, Slack, LinkedIn, and all the rest all take up a substantial portion of our mental energy. But, without that information coming in, we’d be clueless about our surroundings.
Absent governance and trust, the risks are higher as organizations adopt increasingly sophisticated analytics. Without rock-solid data foundations, even the most advanced ML models merely provide artful analysis. Getting the right datagovernance significantly affects operational efficiency and risk as well.
CIOs are being viewed as business strategists who can navigate AIs impact, manage outsourced IT functions, and drive ROI and measurable business value, she says. CIOs must be able to turn data into value, Doyle agrees. AI adoption, IT outsourcing, and cybersecurity risks are fundamentally reshaping expectations.
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