Part 2 – Culture versus Speed: The Regional Realities of Data and AI Leadership

Different Starting Points, Diverging Pressures 

Across Europe, regulation, ethical scrutiny, and cultural transformation frame the conversation around the data leader’s evolution and where the journey should begin. Leaders see themselves as stewards of data, trust, literacy, and long-term readiness for AI and automation. 

“Our role therefore remains to act a trusted partner to all in our enterprises and to define and execute both an offensive and a defensive data & AI strategy.” – Chrissie Kemp, Chief Data and AI Officer, JLR 

In North America, by contrast, the tone is more executional. Leaders emphasise the operationalisation of generative AI (genAI), the need for business-aligned delivery, and the pressure to create quick wins in fast-moving commercial environments. 

“The focus will shift toward building scalable, secure, and monetizable data ecosystems, ensuring AI is embedded responsibly while balancing innovation with risk management.” – Surendra Mathe, Director of Data Platform & Information Systems, Gensler 

“With the prominent focus on AI value creation, AI enablement will be driven by an AI leader. The AI leader will be expected to own and mature data capabilities. Its moving too fast for this to be in a separate role.” – Jason Beyer, Chief Data Officer, Fortive 

AI: Caution versus Acceleration 

Both geographies recognise the importance of genAI, but where European voices speak of readiness, North American responses are focused on realisation. 

“First, we need to highlight the importance of strong data foundations and data maturity, understanding our data and understanding how we use it. We need to look at the inevitable hype that comes in about generative AI with a critical eye and explain its limitations and biases.” – Lauren Sager Weinstein, Chief Data Officer, Transport for London 

“The data leader of the future will be a business leader, team builder, educator, champion, ethics guardian, and protector from hype. They will need to balance various responsibilities to ensure that data is used effectively and ethically within organizations.” – André Michel Vargas, Chief Data Officer, CAA 

Notably, while both regions discuss ethics and governance, the emphasis differs. Europe’s concern is regulatory and societal, such as anticipating EU-driven directives and societal backlash. In North America, however, governance is framed as a delivery enabler, not just a compliance obligation. 

“Increasing focus on managing different types of data risk and evolving regulatory landscape on the defensive side, and AI taking centre stage on the offensive side to significantly cut down on time and effort to create efficiencies and better outputs.” – Ankit Goel, Chief Data and Analytics Officer, KeyBank. 

“With the growing strategic emphasis on data and AI, data leaders will be playing an increasingly critical role in guiding ethical AI practices and in establishing strong data governance frameworks.” – Maria Vounou, Director, Data Science, Burberry 

Structural Evolution: Expansion versus Fragmentation 

The role of the CDO is in flux on both sides of the Atlantic, but how that change is interpreted differs. 

In Europe, some leaders anticipate the title evolving into more senior cross-functional roles, including COO and even CEO, reflecting the growing influence of data and AI across every function. 

“We need to become far better, broader business experts, much more strategically and commercially focused than we have ever been.” – James Morgan, Chief Data Officer, The Crown Estate 

In North America, many view the CDO role as inherently transitional, with responsibilities splintering toward AI-specific roles or being reabsorbed by CIOs, CISOs, and business-unit tech leads. 

“Data leaders will be key in bridging the gap between technical teams and business stakeholders, ensuring data initiatives directly drive revenue and competitive advantage.” – Bharathi Rajan, Vice President – Data and Insights, Swire Coca-Cola, USA 

People and Culture: Literacy versus Fluency 

It must be noted that both geographies agree talent is the make-or-break issue, but the framing differs. 

European leaders are heavily invested in the data literacy aspect of elevating organisational understanding of what data can do, and where it must be governed or protected. 

“Only by empowering teams to understand and leverage data effectively can data leaders develop a culture of trust and innovation and enable meaningful business outcomes from these more advanced techniques.” – Steven Blunden, Head of Data and Analytics, IAG Cargo 

North American leaders focus more explicitly on the AI literacy side, educating teams to think about data inputs, but also model outputs, risk, and responsible experimentation. 

“We must continue pushing the boundaries with new innovations. Importantly, data leaders need to help their organisations break out of old mindsets—challenging assumptions and helping teams fully imagine AI’s potential.” – Tracy Hewitt, VP Data and AI Products, Echostar 

The North American view of talent is also more delivery-oriented, emphasising agile squads, cross-functional product teams and experimentation frameworks. 

Where Priorities Diverge 

No Single Playbook, But Shared Lessons 

These are not opposing philosophies but actually reflections of market dynamics. European data and AI leaders are often operating in legacy-heavy, highly regulated environments. North American counterparts are operating in more decentralised, faster-scaling ecosystems. 

But both groups face the same test: how to lead responsibly, visibly, and effectively in a business landscape that is changing faster than most corporate structures can adapt. 

“Data leaders must prioritize user-centric design, persona-based AI experiences, and executive education to bridge the gap between AI capability and business impact” – Deepak Jose, Vice President and Head of Data & Decision Intelligence, Niagara Bottling 

“Increasing uptake of AI within organisations will drive new opportunities, but it will be increasingly important that the societal and ethical implications are brought to the forefront alongside the need to manage an undefined regulatory environment.” – Alex Sidgreaves, Chief Data Officer, Zurich Insurance 

Join the DataIQ 100 – and stand alongside the industry’s most influential voices. 

If you’re leading change in data and AI, it’s time to make it visible. The DataIQ 100 is the first and only fully curated power list of the most influential data and AI leaders who are shaping strategy, culture, and impact across Europe and North America. 

Apply now to be considered for the DataIQ 100 2026 and share your story and impact with the leaders defining what excellence looks like. 

Ready to lead the conversation? Register your details here.

Join the premier gathering for data and AI leaders at the DataIQ World Congress, 4–5 November. 

This is where the real conversations happen with people who are making the difference. Find yourself among peers who are shaping strategy, influencing investment, and delivering outcomes driven by data and AI. Celebrate the best at the DataIQ Awards and contribute to the collective momentum of data leadership. Get your World Congress tickets now.