The Custodian Becomes a Strategist
Over the past decade, the role of the CDO or equivalent data leader has evolved drastically. In the last 18 months, the evolution of the role has further accelerated into something closer to reinvention.
Across both Europe and North America, data and AI leaders are stepping decisively into strategic territory guiding both data teams and the direction of the entire business. The remit of the role has expanded: from cleaning data to advising the board; from building platforms to navigating policy and ethics.
This shift is structural, and not a matter of style. Organisations are increasingly data-shaped, AI-fuelled, and value-driven and so too must be the leadership that governs it. This is a prime opportunity for data and AI leaders to demonstrate what they have been preaching for years and why a data-centric business approach is the key to success.
Fig. 1: A radar graph highlighting the similarities and differences between where data leader role emphasis should be focused.
“Predictions are futile. Preparation is where you set yourself apart… Data CIOs should have a seat at the leadership table within the technology organization. It’s critical for them to collaborate effectively with teams leading infrastructure, cloud and networks, cybersecurity, engineering and many others.” – Sathish Muthukrishnan, Chief Information, Data and Digital Officer, Ally Financial
“Data now has a seat at the table across key decision-making forums, ensuring areas such as transformation initiatives and key operational discussions.” – Carole Roberts, Director of Data, Leeds Building Society
AI is Core, But Not the Whole Story
Generative AI has undoubtedly intensified the evolution of the data and AI leader role. Both European and North American leaders cite the sudden acceleration of AI technologies as a pivotal factor in the changing role. Notably, however, most do not describe this as disruption but rather describe it as exposure.
AI is revealing whether the foundational data work has been done or not. It is highlighting which organisations can move with speed and control, and which are stuck behind fragmented systems or shallow governance.
What is consistent across regions is the recognition that AI is not just a tech problem. It is a leadership problem. And a cultural one.
“We are seeing a shift from requests for basic business intelligence reports to true decision support.” – Amy Grace, VP, Data Science and Analytics, Otis
“This shift intensifies the need for high-quality, trusted data, bringing us full circle to ensuring excellence in data management… This new role requires balancing innovation with foundational excellence to maximise value and impact.” – Helen Blaikie, Chief Data and Analytics Officer, Aston University
A Global Pressure to Prove Value
While the role is expanding, so is the expectation of impact. Nearly every response across Europe and North America points to value realisation as the new non-negotiable. The pressure is no longer to “do something with data”, but to demonstrate how it contributes to revenue, margin, speed, and resilience.
This is where convergence is most visible:
- Strategy alignment: Leaders must show how data fuels business objectives, not just data initiatives.
- Real-time insights: There is a shift from retrospective reporting to forward-looking, AI-augmented insight.
- Cross-functional ownership: Data and AI leaders are increasingly expected to embed data products, literacy, and capabilities across every team.
“I foresee data leaders increasingly serving as key influencers of business strategy, driving transformative initiatives that leverage advanced analytics, AI, and machine learning to deliver actionable insights.” – Sachin Mistry, VP of Applications and Data Solutions, Ares Management
“CDAOs that can be seen as value drivers, will increasingly become integral to board-level discussions, contributing to long-term business strategy and driving data-centric decision-making.” – Karl O’Hanlon, Chief Data & Analytics Officer, Veolia
The Emerging Global Profile
When you step back from the regional nuances (which will be explored in the next part of this series), a clear profile of the modern data and AI leader begins to emerge. Today’s CDO, regardless of geography, is:
- A strategic translator, fluent in both business ambition and technical complexity.
- A governance leader, not in a defensive posture, but as an enabler of trust and innovation.
- A people-first orchestrator, focused as much on culture and literacy as on pipelines or platforms.
This should not be mistaken for a change in emphasis. It is a change in identity.
“A successful data leader must be fluent in multiple disciplines: data, technology (including AI and cloud), business, and risk management. I call this the ‘multilingual CDO.’” – Alex Tait, Former US Chief Data & Analytics Officer, BMO Financial Group
“The role of the data leader is becoming more business-centric and transformative. Data leaders will increasingly become strategic partners within their organizations, focusing on leveraging data to drive business outcomes and innovation. There will be a greater emphasis on embedding AI and governance frameworks to align with regulatory scrutiny.” – Abhishek Khandelwa, Chief Analytics Officer, Barclays UK
Coming Next:
Part 2: Culture versus Speed – The Regional Realities of Data and AI Leadership
While the destination may be shared, the routes are different. Part 2 of this series will share how European and North American leaders diverge around how they navigate AI integration, governance, and role evolution. One side leans towards caution and depth, the other towards pace and delivery, but both have lessons worth absorbing.
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