在现代数据基础设施的限制下，CDO 和 AI 官员正在被设置为失败。以下是文化问题阻碍的原因，以及可以采取哪些措施来解决这些问题以最大限度地提高业务能力。
在过去的 30 年里，最高管理层已经扩展到包括专注于数字信息、基础设施和安全的新角色。
首席信息官 （CIO）、首席安全官 （CSO） 和首席隐私官 （CPO） 曾经被视为小众角色，现在是各种规模组织中最高管理层的重要成员。这个队列的最新成员是首席数据官（CDO），这是一位负责领导数据战略和分析的高管。
在数据比以往任何时候都更加重要于业务决策的时代，公司转向首席数字官是正确的。但只有17%的首席数字官表示，他们拥有推动变革所需的资源，这是导致首席数字官平均任期最短的因素。
之所以出现这种脱节，是因为许多组织误解了 CDO 角色，将其视为治理和分析的中心。因此，首席数字官发现自己被归类为治理“大厅监督者”的职能角色。
但数据治理和分析只是三条腿凳子中的两条腿。另一个也是最重要的一点是创新。大多数公司忽视了首席数字官在创新产品开发中可以发挥的作用，因为从业务角度来看，CDO很难量化，也很难证明其合理性。
但是，我在这里要告诉您，CDO可以成为您推动增长和变革的最佳弹药。任何在平台经济新时代寻求优势的现有组织都需要将数据置于其战略的中心。这里有一个简单的框架，可以帮助你的组织（和你的CDO）将真正的数据创新放在季度议程的首位。
一、推动增长的运营框架
大多数企业，尤其是科技公司，都花了太多时间试图预测未来。结果，他们正在扼杀摇篮中的创新。
我的意思是：组织经常试图预测未来的需求，并设计出符合该愿景的产品。对于管道中的每一种产品，领导者都会转向复杂的损益预测，以确定他们是否应该真正构建它。
毕竟，这就是他们成功经营现有业务的方式。那么，为什么不研究现有产品最关键的成功因素，效仿这些因素，并将它们作为新业务线的基础呢？
这是合乎逻辑的，但这是错误的。我称之为“反向因果关系”的现象。当企业回顾一个成功的、开创性的产品的历史时，他们会告诉自己一个关于它为什么成功的简洁故事。然后，他们希望上演一个类似的剧本，以确保他们的新产品或业务线取得成功。
但故事背后的现实比他们记忆中的要复杂得多。通常，企业并不真正了解是什么决定了过去产品的成功。他们只是认为他们这样做了。当他们试图重复过去的成功时，他们错误地将结果与原因联系起来。这就是“反向因果关系”。
悲剧在于，太多的想法在开始阶段就被压制了，因为公司坚持认为他们需要在采用创新之前知道创新的结果。首席数据官被要求分析历史数据并提供对未来的见解，从而陷入了这一过程。
在实践中，这意味着在“数据治理大厅监视器”之上将“分析算命先生”添加到他们的工作描述中。
但预测分析只能告诉您如何创建更好、更快、更优化的产品版本。要实现真正的创新，你需要打破常规，你需要授权你的CDO也这样做。
与其采用预测性方法进行创新，不如遵循非线性路径。看看你能创造什么，然后去构建它。不是因为它会微薄盈利，而是因为它可能会改变您的业务。
下次面临产品决策时，问自己以下三个问题：
- 我能做到吗？ 建造它可能吗？我的团队是否拥有合适的知识、资源和技能？
- 我应该这样做吗？ 值得信赖的顾问如何看待这个想法？在我可以优先考虑的所有项目中，这个项目适合在哪里？
- 我该怎么做？ 我需要哪些构建块？我的执行计划是什么？
在这种框架下运营的公司中，首席数据官的角色从预测未来的算命先生转变为实现未来的建设者 。
这种思维方式使 CDO 可以：
- 与其他行政领导一起自主工作
- 为数据的未来而构建，而不是对法规做出反应
- 通过数据驱动的创新开发新的收入来源
通过授权您的 CDO 实施变革，您可以将该角色定位为公司创新的催化剂，并打破高流动率的循环，最终改善结果并提高所有利益相关者的满意度。当然，首席数字官也必须接受这种运营思维，才能在当今不可预测的商业环境中茁壮成长，并避免成为反向因果关系陷阱的受害者。
二、让您的 CDO 成为创新者
作为创新领导者，首席数据官可以引导您的组织走向新的视野，探索新的机会，并确保数据不仅仅是被动资产，而是战略增长的驱动力。
行业老牌企业往往低估了他们与客户的关系所带来的优势。为了真正掌握平台经济的力量和效力——对他们自己和他们的客户来说——这些老牌企业需要采用一种新的剧本，一个了解他们需求侧优势的剧本。
那么，您能否授权首席数字官引领新的创新？ 你应该吗？答案是肯定的。
你如何去做是由你来决定的。
英文原文：
The Missing Innovation Framework for Chief Data Officers
Under modern data infrastructure constraints, CDOs and AI officers are being set up to fail. Here’s why cultural issues are standing in the way and what can be done to address them to maximize business capabilities.
Over the past 30 years, the C-suite has expanded to include new roles focused on digital information, infrastructure, and security.
Once seen as niche roles, chief information officers (CIOs), chief security officers (CSOs) and chief privacy officers (CPOs) are now essential members of the C-suite at organizations of all sizes. The latest addition to this cohort is the chief data officer (CDO) — an executive who is responsible for leading the charge on data strategy and analytics.
Companies are right to be turning to CDOs at a time when data is more central to business decision-making than ever. But only 17% of CDOs say they have the resources they need to drive change — a factor that contributes to CDOs having the shortest average tenure of any C-suite executive.
This disconnect occurs because many organizations misunderstand the CDO role, viewing it as merely a center for governance and analytics. As a result, CDOs find themselves pigeonholed into functional roles as governance “hall monitors.”
But data governance and analytics are only two legs of a three-legged stool. The other — and the most important — is innovation. Most companies overlook the role CDOs can play in innovative product development because it’s difficult to quantify and uncomfortable to justify from a business perspective.
However, I’m here to tell you that CDOs can be your best ammunition for driving growth and change. Any incumbent organization looking for its advantage in the new era of platform economies needs to have data at the center of its strategy. Here’s a simple framework to help your organization (and your CDO) keep true data innovation at the top of the quarterly agenda.
1. An Operational Framework That Drives Growth
Most businesses, particularly technology companies, spend too much time trying to predict the future. As a result, they’re killing innovation in the cradle.
Here’s what I mean: Organizations often attempt to forecast future demand and design products aligned with that vision. For every product in the pipeline, leaders turn to complex profit-and-loss projections to determine whether they should actually build it.
After all, that’s how they successfully run their existing businesses. So why not study the most critical success factors of existing products, emulate those, and make them the foundation of a new line of business?
It’s logical, but it’s wrong. It’s a phenomenon I call “reverse causality.” When businesses look back over the history of a successful, groundbreaking product, they tell themselves a neat and tidy story about why it was successful. Then they expect to play out a similar script that’ll ensure their new product or business line will succeed.
But the reality behind the story was more complex than they recollect. Often businesses don’t really understand exactly what determined the success of past products. They just think they do. When they try to repeat past successes, they’re falsely associating an effect with a cause. That’s “reverse causality.”
The tragedy is, too many ideas get squashed at the inception stage because companies insist they need to know the outcome of an innovation before adopting it. And CDOs are getting caught up in this process by being asked to analyze historical data and provide insights into the future.
In practice, that means adding “analytics fortune teller” to their job descriptions on top of “data governance hall monitor.”
But predictive analytics can only tell you how to create a better, faster, more optimized version of a product that already exists. For true innovation, you need to break the mold — and you need to empower your CDO to do the same.
Rather than taking a predictive approach to innovation, follow a non-linear path. See what you can create and then go build it. Not because it will be marginally profitable, but because it could change your business.
Ask yourself these three questions the next time you face a product decision:
- Can I do it? Is building it possible? Does my team have the right knowledge, resources, and skills?
- Should I do it? What do trusted advisors think of the idea? Out of all the projects I could prioritize, where does this one fit in?
- How will I do it? What building blocks do I need? What are my plans for execution?
At a company operating under this framework, the CDO role transforms from a fortune teller predicting the future to a builder enabling the future.
This mindset gives the CDO latitude to:
- Work autonomously alongside other executive leaders
- Build for the future of data instead of reacting to regulations
- Develop new revenue streams through data-driven innovation
By empowering your CDO to enact change, you can position the role as a catalyst for innovation in your company and disrupt the cycle of high turnover, ultimately resulting in improved outcomes and increased satisfaction for all stakeholders. Of course, CDOs must also embrace this operating mindset to thrive in today’s unpredictable business environment and avoid falling victim to the reverse causality trap.
2. Let Your CDO Be an Innovator
As an innovation leader, the CDO can steer your organization toward new horizons, exploring novel opportunities and ensuring that data is not merely a passive asset but a driving force behind strategic growth.
Industry incumbents often underestimate the advantage that their relationship to customers provides. To really capture the power and potency of the platform economy — for themselves and their customers — these incumbents need to adopt a new playbook, one that understands their demand side advantage.
So, can you empower CDOs to spearhead new innovations? Should you? The answer is “yes.”
How you do it is for you to determine.
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