Experienced CDOs recently shared the hard-won lessons they wish they had known before stepping into the role.
The key takeaway? No two businesses are the same, but the biggest challenges tend to repeat themselves.
The Reality of the CDO Role: What No One Tells You
While every company is different, experienced CDOs quickly learn that some challenges remain constant:
- CDOs are expected to fix everything—but can’t do it alone.
- The first six months are about listening, not changing everything.
- Where you report in the organisation determines your influence.
- Culture is as important as technology.
- Your biggest challenge won’t be data—it will be people.
Here’s what experienced data leaders wish they had known before stepping into the role.
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Understand How the Business Makes Money (and Where It’s Heading)
One of the biggest early mistakes a CDO can make is assuming the business sees data as a strategic asset. Before driving change, it’s crucial to understand exactly how the company generates revenue and where efficiencies can be made.
One experienced CDO shared:
“Data teams don’t operate in isolation. In one organisation, we had multiple revenue streams—subscriptions, advertising, and partnerships. Understanding these from day one helped us align data strategy with commercial goals.”
For new CDOs, this means:
- Learn the business model before making big data investments.
- Speak the language of revenue, cost savings, and risk—not just data.
- Identify which part of the business will benefit most from data-driven improvements.
Consider the Business Cycle Before Driving Change
One data leader reflected on how business cycles impact data transformation efforts. In a growing market, investments in AI and data transformation may be seen as future-proofing. In a downturn, the focus shifts to efficiency, cost-cutting, and risk management.
“When I joined a company experiencing financial pressures, I had to rethink my approach. Instead of pitching innovation, I focused on operational efficiency—proving how data could reduce costs and improve decision-making.”
TIP: Before setting strategy, ask:
- ✔ Is the company in a growth phase or a cost-control phase?
- ✔ Will leadership see data as an opportunity or an expense?
- ✔ How can data directly address current business challenges?
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The First Six Months: Say Yes More Than No
For new CDOs, early wins matter more than long-term vision. One leader emphasised the importance of listening and relationship-building:
“Too many CDOs walk in and try to fix everything immediately. But without trust, you won’t get far. In the first six months, say yes as much as possible. Show you’re a business partner, not just a data specialist.”
Another data leader advised against trying to solve every data challenge at once:
“Early on, everything will look broken. The trick is deciding what actually needs fixing—and what you can live with for now.”
TIP for new CDOs:
- Listen more than you talk in the first three months.
- Find internal allies—who will advocate for data?
- Don’t push a perfect strategy too soon—prove value first.
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Who You Report To Determines Your Influence
CDOs often struggle for influence when they sit too far from the leadership table. One leader stressed that reporting lines matter more than job titles:
“If you report into the CIO or COO, you’ll always be fighting for attention. If you can, report to the CEO—it gives you the visibility and authority to drive real change.”
Another leader warned that not every company is truly ready to embrace data-driven decision-making. They advised new CDOs to ask hard questions before taking the job:
“A lot of companies say they want to be data-driven. But do they have the appetite to invest? Do they actually want to change? If the answer is no, you might be set up to fail.”
TIP: Before accepting a CDO role, ask:
- Why is the company hiring a CDO now?
- What’s their biggest pain point—and can data solve it?
- Does leadership truly support data-driven decision-making?
4. The Hardest Challenge Isn’t Data—It’s People
CDOs often assume that once they fix data pipelines or introduce AI, adoption will follow. But culture is the real barrier to change:
“You can build the best data products in the world, but if people don’t trust or use them, they’re worthless. Changing how people think about and use data is the hardest part of the job.”
Another data leader shared their experience in hiring:
“The best data teams don’t just have strong engineers and analysts—they have people who can tell a business story. Data storytelling and business acumen are just as important as technical skills.”
TIP: Building a strong data culture means:
- Making data accessible, not just technically perfect.
- Teaching business teams how to use data, not just giving them dashboards.
- Hiring people who can communicate insights, not just process data.
