As Big Data permeates the consciousness (and business agendas) of management consultancies and research organizations, a recurrent advisory call to action is to anoint a C-level executive to own the organization's data management strategy.
Call me old-fashioned, but I thought we had this person, the Chief Information Officer (CIO). Decades ago, when I threw my first code, the work of the Information Services organization was to capture, process, and retain the organization's information. Admittedly, back in the dark ages, we weren't so great at delivering this information back for decision-making, let alone analytics.
However, this early mission, augmented by the need to churn said data into business information, resulted in the rise of Chief Information Officers.
So, what happened? Why do we still have titled CIOs, yet no clear candidate C-level executive to manage the organization's information agenda?
Well, the "I" in CIO got co-opted. As our organizations became more dependent upon technology for business operations, the CIO's role morphed from stewarding the information revolution, to managing an ever expanding technology infrastructure.
Ask the typical business person (or executive) what IT does and they'll answer in terms of communications and infrastructure services - email, laptops, file servers, blackberrys and roadblocks. What does the CIO do? Manage the operations of this infrastructure.
Granted, infrastructure is important. And in some industries, highly specialized, high performant infrastructure offers competitive advantage. But, for most of us, infrastructure is a commodity.
Our information though is a source of competitive advantage. For decision-making, business optimization and even the basis for new products and services.
Why then, do we have our CIOs focused on commodity operations instead of technology-driven business innovation, such as that offered by Big Data, analytics and active information?
Well, because someone has to do it. True. But, does it need to be the CIO? And really, does it even need to be your organization?
With advances in cloud computing and the increased consumerization of IT, it's time to take a hard look at the capabilities and services an organization's IT department provides directly, to determine what can be easily, cost effectively, and perhaps better provided by a third or fourth party.
This capability and service review should also include a hard look at the IT organizational model. Contained within the typical IT organization are redundant functions to larger organization, such as customer service (help desk) and operations. Should these -- and like -- functions be integrated within the larger organization, managed by customer service and operations pros?
These are hard questions, and not without traditional executive clout implications, such as reduced head count and budget under management. However, real clout is associated with value generation. One proven path to value generation is the strategic use of data.
Have the foresight and fortitude to reclaim the "I". Be that C-level executive responsible for the organization's data strategy. Lead the next wave of information revolution. Or, hug a server. It's up to you.
