Shulou(Shulou.com)06/01 Report--

CIO how to move forward steadily in the era of big data, many novices are not very clear about this, in order to help you solve this problem, the following editor will explain in detail for you, people with this need can come to learn, I hope you can gain something.

So far, it is difficult for us to tell what exactly "C what O" will take care of big data's affairs. For CIO, if they want to take on this responsibility, they first need to shift their attention from technology to business innovation.

Many enterprises are faced with the same problem: "who should lead the data and analysis work in the enterprise?" The answers are varied, and CIO is just one of the candidates.

Although the "I" in CIO stands for "information", many enterprises actually understand it as "infrastructure", so they do not actually let CIO manage the enterprise's information strategic affairs.

In our recent survey of 86 executives from 53 companies, only 31 per cent of the respondents believed that CIO should be the main person in charge of big data's project, while 58 per cent believed that it should be managed by other executives, such as CFO, COO or CMO. In addition, 48% of companies say they have or plan to hire chief data officers to specialize in such work.

Where do you put CIO?

The future is not yet clear. The good news is that big data is still an unresolved area-enterprise data management has not been firmly held in the hands of a particular position-so smart CIO still have a chance to turn things around. Companies are trying to develop their own data and analytics strategies and debate whether the plan should be driven by business or technology.

For example, Wall Street and credit card institutions, at the forefront of data and analytics, have been advocating the creation of the position of chief data officer to lead the work. But for now, while CDO does meet regulatory requirements in a conservative manner, they lack the necessary leadership and vision to develop corporate data and analytical strategies. These enterprises are struggling to find the answer-who can actively promote the enterprise information strategy? This gap will continue to exist for a short time.

Many executives believe that CIO is too obsessed with technology to provide a visionary and positive guide to corporate data. In order to refute this objection, CIO must prove that they can make this work a real driving force for the development of the enterprise from a business standpoint and perspective.

The real answer may lie in "product innovation", which in our survey is seen as a good opportunity to use big data's plan to create business value-and an important area in which companies have not yet determined who should be responsible. In the exchange, a small number of CIO have begun to explore their own enterprise information accumulation, hoping to find new ways to package data, thus launch new products and services, and eventually create business opportunities. In the face of this need, CIO do have the opportunity to develop and reshape their management roles.

In order to truly manage enterprise data and analysis as enterprise assets, we still face many challenges. Although companies have been trying to build data warehouses and information repositories for years, executives have found that most of these efforts have failed.

Today, the number, type and production speed of data are accelerating exponentially. Companies and executives who are unable to keep up with the times are beginning to lose patience. Senior leadership believes that data is a shared asset that can bring unique value returns to the enterprise as long as it is successfully used. They firmly believe that companies should not cut spending in this area, and have been trying to find powerful new solutions to manage corporate data.

Step into the core or be squeezed to the edge

So how should CIO move forward steadily in big data's era? If they can shift their attention from technology to business returns, CIO will have a significant competitive advantage in holding big data's leadership. To clarify the enterprise's vision for the development of data and analysis, and to demonstrate how to use data and analysis as corporate assets sufficient to change the form of business, this is the primary goal of big data management.

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