Often misunderstood, sometimes reduced to a compliance mission, the role of Chief Data Officer (CDO) still suffers from a blurred perception. Yet today, the CDO is emerging as a key player in the transformation of companies. At a time when data is a lever for performance and innovation, the CDO is the person who guarantees its reliability, quality and governance. Above and beyond the regulatory framework, the CDO creates the conditions for efficient, sustainable and value-oriented use of data. Provided they are well understood, well positioned... and fully legitimized. Anatomy of a misunderstood role.
The role of the CDO: still poorly understood but essential
The Chief Data Officer is not always associated with data management in the analytical sense of the term. This confusion, particularly with the Chief Data & Analytics Officer (CDAO), contributes to a misguided vision of his scope. In fact, the CDAO is often perceived as a compliance officer, a repository manager or an expert in abstract processes. Although this posture is essential, it masks the strategic dimension of the role.
The CDO is not a data technician, but an architect of value through data. He builds the foundations: clean, reliable, traceable data. This foundation then enables the business units to deploy robust, high value-added use cases. But this fundamental work is often invisible. It takes time, and its success sometimes goes unnoticed... until the day when data becomes a hindrance rather than a lever.
To change this perception, the CDO must move beyond the role of silent expert. He must position himself as a cross-functional player, capable of dialoguing with business departments, the IT department, legal experts and marketing teams. This is the only way to establish their legitimacy.
Making data strategy a priority business lever
The CDO's mission can only be effective if it is clearly linked to the company's business priorities. Growth, profitability, operational excellence, improved customer experience: data is an optimization factor at every level. But it still has to be demonstrated and understood by the management committee.
This involves very concrete projects with a direct link to a business indicator: improving the reliability of customer databases, documenting sensitive flows, improving the quality of marketing or transactional data. Actions that help avoid duplicates, address errors, segmentation biases... and thus increase the ROI of operations.
The CDO's role also involves arbitration. It's impossible to process everything at once: you have to prioritize according to the expected impact. This ability to target efforts and align them with corporate strategy is the key to efficient data management.
From this perspective, the CDO becomes an orchestra conductor. He brings together players with sometimes divergent interests, harmonizes processes and establishes a sustainable logic of value-oriented governance. The aim is not simply to "store data", but to make it accessible, in the right place, at the right time, to meet a clear business need.
Creating value within a regulatory framework: a demanding management task
The CDO must constantly navigate between two requirements: maximizing the value of data, while complying with an increasingly strict regulatory framework. He or she is both the bearer of opportunities and the guarantor of compliance. This dual role, often perceived as antagonistic, is in fact complementary.
Managing data as an asset requires clear indicators. With accessible dashboards, the CDO must be able to demonstrate the real impact of his or her actions: reduction in parcel returns, improvement in customer knowledge, reduction in costs linked to poor data quality... Each action must fit into a business case logic, with tangible results.
At the same time, it is responsible for compliance: traceability, rights management, auditability, compliance with RGPD and sector-specific requirements. Well thought-out governance doesn't hold back value creation - it makes it possible, because it guarantees its sustainability.
It is by reconciling these two dimensions that the CDO can embody a fully strategic function. By structuring solid governance, driving by value, and speaking the language of business, the CDO becomes an essential lever for sustainable transformation.
Pascal Anthoine
Director - Data Governance & Data Management
Micropole, a Talan company
