The legal environment for big data is becoming ever more complex and risky. Navigating a route through this legal minefield will protect businesses from a range of dangers, including financial and reputational damage, and will also create new opportunities.
A data-driven era of business offers organizations a valuable opportunity to gain a competitive edge over their rivals. But while businesses understand this opportunity, they often fail to grasp it or identify its true value.
What do McDonald’s, Starbucks and L’Oréal have in common? They are all among the first global multinationals to appoint a chief digital officer (CDO) in addition to their existing CIOs.
My last two posts outlined what is driving the emergence of the CDO and what these new members of the C-suite will be mandated to do . But what implications does the CDO position have for CIOs?
Last week’s post explored the emergence of the chief digital officer (CDO) – the C-suite member responsible for overseeing an organization’s digital strategy. But even as this role finds its first posting within the corporate organization chart, it’s clear that it will be a position that evolves – as all executive functions do. The difference is that the evolution of the CDO’s role could be exceptionally rapid.