Data and Analytics Managers (CDAO) can learn from their peers who are already advanced in their practices to improve how they lead, organize, retain and improve skills in order to establish delivery models and ensure the success of the company.

Despite the different paths taken by D&A, the offensive path outperforms the defensive path in achieving measurable business results. We recommend that CADD go on the offensive and lead with value business generation. You can focus on five priorities to achieve this.

1. Build relationships with management

A CADD cannot work alone, work with your peers in business. The foundation of every CADD journey’s success is building relationships with all relevant stakeholders.

The most successful CADDs cannot think of themselves as internal service providers, delivering systems and information based on “business” requirements. Instead, they should think of themselves as business leaders who manage and control the portfolio of D&A initiatives. They cannot achieve these results unilaterally and must continuously work with their peers to achieve the right levels of stakeholder engagement.

Although you have your own organization, which is necessary to control some execution power, your role should be as an influencer within your organization, ensuring that your local D&A teams collaborate and work in the same way.

2. Maintain focus on business results and experiment with new techniques

The business outcome should always come first, even if there are gaps in governance and data management. This is the essence of the offensive approach which uses a focus on value to determine focus on supporting activities, rather than a focus on supporting activities with the expectation of value.

The most successful CADDs are relentlessly focused on creating business value and measurable results. If they want their organizations to be more data-driven, their own function needs to be data-driven. While most CADDs have a bias and priority for action, they must also have the discipline to address governance and data management issues later.

3. Create a culture of collaboration

The CADD journey to success is a change management exercise in terms of changing organizational behavior, both for existing D&A professionals and for the rest of the business.

It’s notoriously difficult to get the right skills on board, especially in the area of ​​data science. Similarly, Gartner regularly hears that CADDs struggle to retain specialist skills once they are hired. The most important reason people leave is that they are unchallenged. They get bored because they are asked to do the same thing over and over.