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2023 DataIQ 100

Adam Nagus, global chief data officer, Pearson

Describe your career to date

I’ve spent 20 years being part of some of the largest digital transformation programmes across all major vertical industries. I am known as one of the founders and catalyst of the visual analytics movement which focuses on transforming how BI and MI is created and adopted across enterprises and private equity. My visual analytics practice absorbed business intelligence to form a 16,000-person organisation called Visual Intelligence. 

 

After 13 years growing Accenture’s digital capabilities, I founded my own consultancy, Digimasters, focusing on digital and data transformation. As CEO, I worked hard being a niche player, supporting and mentoring organisations with first generation CDOs. We also focused on how innovation can make a difference when it is scaled correctly and building new digital products to change culture internally as well as new customer services. 

 

I was invited to start a new digital delivery practice in FTI Consulting and Digimasters went through an ‘aquhire’ where the Digimasters team joined FTI Consulting to grow the new digital science practice. 

 

Within FTI I was the MD for digital delivery owning BI, visualisation, data engineering, solution architecture and support services. My proudest achievements where winning Qlik and Tableau Partner of the year five years in a row and growing the largest visual analytics capability in the world, developing a new methodology for carving out organisations for PE clients, creating a new platform for strategic workforce planning, called TOBI (after my dog Toby), and being invited to join Pearson as global chief data officer.

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What stage has your organisation reached on its data maturity journey?

The organisation is made up of many different business units, with each one at a different level of data maturity. It is difficult to place a single stage on the entire company when it works in quite a diverse range of countries, products and services. My opinion is that the organisation has the opportunity to grow in data maturity in all areas and has a lot of potential once key dependencies in enterprise architecture and culture are resolved. A 200-year-old organisation made up of many smaller acquisitions presents a large challenge to a single data strategy.

 

Tell us about the data and analytics resources you are responsible for 

The role of the CDO was not defined prior to creating this role. For Pearson this is a first-generation role. Originally there was no team at the start of the role. Now the CDO has a community of around 900 people spread across the organisation in many geographies. I am responsible for a senior leadership team across operational BI, data governance, New Pearson+ digital org, data products, data strategy, data literacy and implementing new platforms such as data catalogue.

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