Global C-suite Series

27th Edition
The CDO Study

Turning data
into value
How top Chief Data Officers deliver
outsize results while spending less

IBM Institute for Business Value

 Contents

1
Foreword

2 A day in the life of a Chief Data Officer

4 What does a Chief Data Officer do, anyway?

In cooperation with Oxford Economics, the IBM 12 Lesson 1

Institute for Business Value interviewed 3,000 CDOs. Cultivate “double vision” to drive ROI
We supplemented data collection with in-depth
conversations with approximately 20 CDOs globally. 22 Lesson 2
We designed data collection by country, industry, Piggyback data investments
gender, and organizational size. We captured off broader digital investments
operational and financial data for the period
2019—2022. 30 Lesson 3
Emphasize business-model innovation
To better understand what drives the data-driven as much as business protection
organization, we assessed respondents on four
aspects. Data Value Creators (8%) score high on all: 40 Lesson 4
—A clear line of sight from data to value Engage wholly with ecosystem partners

—Data investments accelerate business growth

48 There is no one path from data to value
—Data at the center of business model innovation

—Engaged ecosystem partnerships. 50 Global distribution

3,000 30+ 29 27th

CDOs surveyed countries industries edition
8
Foreword

Inderpal Bhandari

%
Chief Data Officer, IBM

Data, as the foundation for every business decision, strategy, and

operating model, is no longer a mundane topic relegated to the
furthest reaches of the IT department. It’s a boardroom topic.

Circa 2002, when boards and C-suites first recognized data as a

strategic asset that could fuel digital transformation, they awarded
it a steward—the Chief Data Officer. I’ve been a CDO for about as
long as the title has existed and can attest to how much the position
has evolved since its inception. I’m delighted to share this report
because it explores not just what the role is today, but what it can
be when taken to its highest level of excellence.

Our research with 3,000 CDOs globally highlights an elite group

of chief data officers—just 8%—whose performance is highly
differentiated. They spend less on data strategy and management
than peers, yet achieve equal or greater annual revenue growth.
We call them “Value Creator CDOs,” and they share four things in
common, which we detail in the pages that follow.
of Chief Data Officers
achieve greater value
In this report, we also celebrate the increasing number of female
CDOs. While gender parity is still down the road globally, almost

while spending less. half (46%) of our CDO respondents are female. You will hear them
describe what they are doing to help their organizations transform.
Throughout, you will hear CDOs describe their challenges,

How?
opportunities, tactics, and strategies in their own words. I’d be
surprised if you don’t see some similarities to your organization.

Strategic CDOs know it’s never really been about the data. It’s
always been about the business transformation value of insights
from integrated data.

I’m happy to recognize that my CDO colleagues are creating amazing

positive change for their enterprises. Here’s how they’re doing it.
ii 1
 A day in the life of a
Chief Data Officer

Julien Hayden Ana Wilma

03:00 08:00 16:00 09:00

Singapore San Francisco Recife Stockholm
[19:00 GMT] [13:00 GMT] [19:00 GMT] [08:00 GMT]

Julian, Chief Data Officer (CDO) for a large telecom, Just six months into a role as CDO at a large financial Ana is on a video call with one of her chief product Wilma sips her coffee as she prepares for a meeting
is wide awake. Barely a year into his position, services firm, Hayden has gathered the team to vendors, reviewing results from a six-week test of with board members and her CEO to review her 2023
he was awakened moments ago by a call from address what peers often overlook early a data fabric product. “I’ve really appreciated the plan for all things data within the consumer products
his overnight team. “There’s been a breach.” in their tenure: defining the “why” innovation you’ve helped us bring into a key area company that employs her. Thirty-six months
Words no CDO wants to hear. While behind each step of the strategic plan, of our operations,” Ana says. “It would have in, Wilma realizes she has reached a
the scope and scale of the breach is under to make sure they are prioritizing what taken us 12 months or more to test a tenure many CDOs don’t. Her data strategy and
investigation, it looks like some of the company’s matters most. At a recent conference roundtable new way of doing things last year. implementation plan has real legs now, as evidenced
largest customers will be impacted. Palms clammy, Hayden attended, a significant number of fellow CDOs I mean it—your expertise in this area has been a by several successful cross-functional customer
with a raging headache coming on, he is stymied. discussed their “big bang” approaches, designed to rocket booster in terms of speed to value.” She initiatives fueled by data insights. But she ponders
He has been working closely with the company’s show the enterprise big change, fast. But Hayden is well aware that her emphasis on ecosystem what the board might want next, musing over
top cybersecurity executive on battening the virtual feels the thinking the team is doing this morning and partnerships and her strong relationships in the ways to defuse potential “pet projects” or “I just read
hatches to avoid just this situation. Early reports for the rest of the week is a crucial first step. Less “big innovator space played a large role in her being in Major Business Publication” input. She needs to
indicate the breach came via a cybersecurity gap bang”—instead, more planting seeds that will begin to hired 18 months ago. But now she needs to begin maintain momentum behind the less glamorous—but
within a small supply chain partner. Vetting the change the way the organization works over the next to scale proofs of concept and partnerships in a ultimately more practical and effective—business
ecosystem was phase II of his plan—but cyber- year. Will the approach work? Will Hayden even be way her company has never done. She has her data framework she’s been constructing, if she’s
criminals have their own timeline, and apparently given the time to prove-out the approach? Hayden work cut out for her. going to help unlock her organization’s potential.
were able to infiltrate before those doors were recognizes their job depends on it.
closed. Julian wonders if his CEO, not
exactly the understanding type, will
give him the chance to make things
right. For now, he picks up the phone to call his
Chief Supply Chain Officer to deliver the bad news. Wilma

Hayden

Julien
Ana
2 3
GMT
 What does a
Chief Data Officer Every day, around the globe, Chief Data Officers (CDOs) find themselves in the
spotlight—protecting customer and employee privacy, using data to create

do, anyway?
innovative new solutions, and streamlining large enterprises into sleek value
producers fueled by data insights. From driving data fabric to AI insights to
emerging data-driven cultures, the Chief Data Officer role is nearly unrecognizable
from when the title first appeared circa 2002.1 Yet, more than 20 years later, the
CDO role is still being defined—as evidenced by an early 2022 cio.com article

20
headline that began: “What is a chief data officer?”2

It’s hard to achieve spectacularly when there is little

agreement on what the job role entails. From a board of directors
that expects “magic” early in a CDO’s tenure (increasing revenue
while decreasing costs), to CEOs that think a large enterprise
can become completely data driven in six months or less (it
can’t), pressures on CDOs are as never before.

For example, just over half (52%) of CDO respondents say

ensuring data security is the most critical responsibility of
their role. But less than 2/3 (61%) agree their organizational
data is secure and protected. With pressures like these
mounting, CDOs are looking for ways not just to create value,
but to protect it.

Savvy CDOs are forging their own paths. While no two are alike, the best paths
share key similarities, as shown by our recent research with 3,000 Chief Data

years after the role’s creation, Officers around the globe. An elite group—some 8% of respondents—are reaping
more value than their peers while spending less. Their tactics, approach, and
no one seems sure. mindset provide a model for any CDO and data organization to learn, improve,
and unlock potential.

What follows unfolds in five parts: first, a description of these “hero” CDOs, who
we call Value Creators; and then sections on each of four core lessons from this
cohort. Along the way, we’ll share guidelines on how to put key learnings into action.

It turns out that the CDO role has never really been about the data itself.
It’s about the business value that data insights can provide. Who are the CDOs
nailing that connection and what approach are they taking?

Let’s dive in.

4 5
In their own words
Shrinking tenure and blind spots
What defines
a “hero” Chief
Data Officer?

Peter Jackson Some enterprises take a “show me the money”

Chief Data and Product Officer, Outra (UK) approach to data, spending prodigious sums in
Chief Data and Analytics Officer, Carruthers and Jackson a bid to generate outsize value. While there is nothing
wrong with that approach—you can make progress
“I think the biggest blind spot and the biggest danger for the CDO is via blunt force—our research shows a better way.
the organization doesn’t actually know what they want the CDO to do.
And they don’t actually know what type of CDO that they want. Do they In our study, we identified heroic Chief Data Officers,
want a CDO who’s going to drive prediction and data analytics and data an elite 8%, whose organizations allocate proportionally
science or do they want a Chief Data Officer who’s going to make sure less of their revenue to data, yet generate equal or
that their data is of a good quality and they can trust it?” greater business value. We call these CDOs Data Value
Creators because they have created a clear line of sight
from data to business value.

Srinivasan Sankar
Enterprise Data and Analytics Leader
Data Insights Action Business Value
in the insurance industry

“If you look at the last 18 to 24 months, the tenure of the CDO
has been shrinking...when I’m talking to my peers, they agree
that what used to be a 36-month tenure shrunk to 24 months, The specific figures may seem modest: To increase revenue
18 months, 12 months... And the reason for that, in my opinion, growth by 1%, the average CDO in our study allocates 2.32% of
is expectations. Expectations both ways.” annual revenue to data management and strategy; Value Creators
achieve the same result by allocating 2.27%. Yet in aggregate,
that difference means millions of dollars in savings, materially
improved ROI, and better long-term outcomes.

6 7
 4 things leading Figure 1

What do leading
CDOs get right CDOs do differently?

The organizations we surveyed have an On the contrary, it’s an emphasis on a carefully We are able to define
average annual revenue of roughly $9
billion. Those with a clear line of
orchestrated low-key approach. These CDOs
focus on planting seeds of change with new
a clear line of sight
from data to value
56% 100%
sight from data to business value can investments, carefully plotting out the “why” and
spend nearly $5 million less than “how” from those investments to value achieved.
peers to gain the same results in Most importantly, they move in lockstep with the
revenue growth. That’s a savings business, in the process cultivating the right Our data investments
greater than the average cost of partnerships internally and externally. accelerate business
growth
50% 100%
a data breach ($4.35 million). 3

Taking incremental steps does not preclude

Not surprisingly, perhaps, Value Creators are larger-scale impacts. In fact, it seems to enable
50% more likely to be responsible for increasing them. Value Creators are outperforming peers by
data ROI than other CDOs; the expectation of a some 40% in innovation, according to our survey Data is a central
tie to the bottom line is built into their job. They results, and by some 10% in data capitalization element of our business
model innovation
76% 100%
are also more likely to report directly to the CEO. and in revenue growth.

Interestingly, what defines these Value Creators

is not a collection of flashy, “big bang” actions.
We have extremely
engaged ecosystem
partners
65% 100%

1 2 3 4 All others Data Value

Clear line of Data investments Data is central Extremely engaged Creators
sight from accelerate business element of business ecosystem partners
data to value growth model innovation

8 9
 Figure 2
Profile of a
Where Data Value Creator
CDOs outperform peers Data Value
More data Value Creators have a background
Creator in data and analytics, and more

report directly
to the CEO.
In examining what enables Value Creators’ heroic
outcomes, our survey points to four key factors—
what one respondent calls “double-vision”—that:
link tech initiatives and business outcomes; align Innovation Data Value Creators combine a top down approach
73% 51%
team empowerment
data investments to piggyback off of other digital
investments; emphasize business-model
innovation as much as business protection; and
aggressively engage with ecosystem partners.

We’ll dig into each of these areas in more detail, Data capitalzation
highlighting on-the-ground experiences of CDOs
and pulling out clear learnings to improve practices.
59% 54%
More organizations
with Data Value Creators are

publicly traded
Revenue growth instead of privately held.

53% 48%

“I always ask my peers, before

Data Value Creators All others
Themost pressing data
they even jump on any “big bang”
management challenges
approaches: Have you asked WHY for Data Value Creators are
you are doing that to the business?”
data reliability and
Srinivasan Sankar
Enterprise Data & Analytics Leader unclear data ROI.
in the insurance industry

10 11
 “The great objective of a data area, of a CDO,
is to add value to the business. So, it’s very

Cultivate
important for a CDO to have ‘double vision’
that generates fruit for both sides—
technology and the business.”

“double vision” Rafael Lychowski

Head of Data & Analytics
TIM Brasil

to drive ROI Generating value for the enterprise as

a chief data officer is not an independent task.

It requires keeping a close eye on revenue-generating priorities and activities.

Yet CDOs’ primary focus is often the data function itself. Bridging the two requires
what TIM Brazil’s Rafael Lychowski calls “double vision.”

Lychowski, who heads data and analytics for the Brazil-based telecommunications
company, says this double-vision can be baked into an organization’s core operations
and metrics. “TIM divides KPIs into two groups, technical and business,” Lychowski
explains. “The technical KPIs focus on how many solutions are within the target
architecture, if we’re on time and within budget. The business KPIs show how we
are generating value for the business and depend on each use case.”

The result of this system, he says, is a constant and consistent re-prioritizing of

choices, with an eye on ROI. “If I am talking about a product that aims at reducing
cost, I must follow the cost reduction of that product on the business. If I’m talking
about quality, I will track a net promoter score. For each analytical artifact—for
each product that we deliver and monitor in production—we must have a business
KPI that makes sense for that product and that we can follow up on.”

Lesson
12 Lesson 1 13
double
vision
Data literacy helps
connect the dots
to business value
“In terms of data moving, I want that tooling to be as
simple as possible. I want something off the shelf to
do that, with the right audits and controls needed. I
don’t think organizations can afford to have a
$200,000-per-year data engineer to move data from
point A to point B. You want to invest in people who
can then transform that data into value. Which is an
analytics engineer.”

CDO of a large consumer goods company

You don’t need to follow exactly this formula to develop a “double-vision” Achieving full value from data depends on data literacy within the organization.
approach. But you do need to be intentional about it. A large consumer goods CDO Value Creator CDOs recognize that data literacy must filter throughout not just
says that when it comes to ROI, “I’m trying to stay away from areas where the leadership, but the entire workforce—and not just throughout technology divisions,
return on investment has a lot of ambiguity around it. So, where we’re focused but those on the business side as well. As a large consumer goods company CDO
is areas where we know that there is a major deficiency, either in our controls, puts it: “You don’t become a data-driven organization if data access, understanding
common definitions of data, common processes that people are using and that it and insights are contained within one team or one part of organization.”
has a measurable impact on a business process or outcome. And then: how can
I show a real straight line between we fix this, we improve this, A key credibility component in the quest to build data literacy: providing top-
and here’s where it shows up in our P&L.” notch data protection. Succeeding on this front helps the data organization
foster necessary trust with business colleagues. In fact, in our study, Data Value
Double vision can often be challenging for CDOs who haven’t yet defined Creators outperform their peers across the key areas of data protection, from
meaningful metrics for how data brings value to the enterprise. Wim Stolk, almost data ethics to organizational transparency to cybersecurity.
18 months into his tenure as the Data & AI Lead at the CDO Office of the Dutch
central government, describes his journey: “Part of my task is to define KPIs that
are smart, cover stakeholder wishes and requirements, meet legal obligations, TIM Brasil’s Lychowski describes how his organization is helping business-side

provide the data quality level and data management required. We are working hard colleagues become more data literate: “Those ‘big data’ problems that no one can

on setting up this KPI system, not yet focusing on the content parts.” For now, Stolk solve, our team must be able to solve and address them—but this does not prevent

says, the emphasis is on basics, “focusing heavily on data management functions, us from also having business areas work with the data. So we created a

data quality, a data dictionary and data catalogue, a data framework perhaps, and democratization strategy where the data and technology team

data security and privacy. This will cascade into content priorities, to be realized in is responsible for orchestrating our data lake but we provide

2023 and 2024.” sandboxes for the business areas. Here, they can work on their
data, investigate their data, create their analysis visions,
Put another way, double vision takes time to develop. A key step—and a tool for or even start working on AI machine learning models—all of this
accelerating progress highlighted by the Data Value Creators—is improving the within a technology umbrella, respecting information security
organization’s data literacy. and best practices for cloud usage while using the right tools.”

14 Lesson 1 15
 Johnson &
The Value Creator CDOs in our study
Johnson makes
cited five key actions they take to it personal
increase and infuse data literacy
across their entire enterprise:

Organizations can build data literacy by connecting business priorities at the

85%
Expanding executive stakeholder level and mapping it across stakeholder domains. Jim
training Swanson, the Chief Information Officer at Johnson & Johnson, explains how his team
is helping to educate colleagues on leveraging advanced and emerging technologies,
including AI. “In partnership with IBM, we created an AI-driven skills inference
model that married de-identified external data with skills data from our internal data

83%
sets,” says Swanson. “We were able to take the data on employee skills that resides
Applying workforce in tools that my IT organization uses and feed it to the model. The AI was then able to
analytics determine everyone’s maturity level in each of the skills that we wanted to highlight,
creating a comprehensive view of individual strengths and weaknesses.”4

Data talent isn’t yet as abundant as any CDO would hope; in many sectors, it’s

77%
scarce and the competition for it is fierce. The emphasis on expanding training and
Reskilling reskilling for all employees not only helps combat this shortage, it also deals with
employees the massive workforce changes brought about by digital, AI, and other
technologies, as repetitive tasks are taken over by intelligent machines.

Data literacy skills not only help create a self-service data culture, they help

70% Acquiring C-suites redeploy workers to more complex, valuable roles and responsibilities. In
the process, data literacy helps connect business goals with tech and data initiatives.
outside talent Value Creator CDOs recognize that seeding modern digital expertise throughout the
enterprise enables a speedier, more transparent transition to value creation.

68% Improving the

relationship between “Until now, systems, infrastructure, and networks have
skill accreditation been perceived as support tools for efficiently running
and rewards a business, but now we recognize that the data flowing
through these systems has value. This is the change.”

Munenobu Hashizume
Managing Executive Officer, Hitachi Zosen Corporation
16
16 Lesson 1 17
Protecting data Figure 3

Data Value Creator

In their own words
Business value, data literacy, and storytelling
value from CDOs outperform in
data protection
major threats
Zhaolong Ma
Chief Data Officer, SUNDA Group

What not only inhibits but actually threatens the “To a certain extent, pure technology is meaningless to enterprises. A
possibility of achieving optimal data value? Data company that uses technology for the sake of technology and data for
Value Creator CDOs provided an answer by their strong the sake of data, which cannot be effectively transferred to business
Data ethics value, cannot survive.”
emphasis on three areas: data ethics, organizational
transparency and accountability, and cybersecurity. 81% 61%

A major breach of data ethics or cybercrime can negate

months or years of hard work to achieve data value.
Rodrigo Vasconcelos
Organizational
$4.35
The global average Head Data and Analytics (CDAO), Banco do Brasil

total cost of a transparency and

“Today, our efforts are 70% focused on development—data science,
data breach5 is: million. accountability
analytic modeling, data engineering, etc.—and we are 30% focused on
78% 58% governance, processes, and quality monitoring. Our ambition is that in
In some industries,
the average cost $10.10 three to five years, we can swap these conditions and be able to
prioritize focus on governance, curation, and advisory. The goal is to
runs much higher; million increase our functional analytic maturity and the data literacy involved
in healthcare6, it’s: in the business.”

Cybersecurity
It’s no surprise, then, that roughly 8 out of 10 Peter Jackson
Data Value Creator CDOs say their organization 75% 62% Chief Data and Product Officer, Outra (UK)
outperforms in data ethics, organizational
Chief Data and Analytics Officer, Carruthers and Jackson
transparency and accountability, or cybersecurity.
“One of the greatest skills of people who are really good at data
Data Value Creators All others is their ability to tell stories.”

18 Lesson 1 19
 Action guide Action guide

How to take a Calculate ROI early and often Use data to track and Don’t modernize on legacy business
page out of the Data investments without a clear up-front ROI are not report performance in and data processes

Data Value new ways

investments—they’re guesses. Align data use cases with specific business strategies and
{ Whether ROI for data is expressed in time saved, self-service levels, lower Take advantage of data visualization innovate together with the business.

Creator costs to achieved goals, the number of problems tackled, or data issues
evaded, ROI for data can be an enabler for 24% more revenue growth.*
and dashboards to help drive
advanced insights.
{ Don’t just focus on better tools, better cloud, better infrastructure,
but also better processes.

playbook { Define KPIs that can demonstrate to the business the importance of data,
as well as how you are driving results and generating business value.
{ Show how the organization aspires
to increase data value. Data
{ Existing legacy business and data processes are nothing but a
representation of the business model that existed when you first
{ Prioritize areas with deficiencies, whether in controls, common definitions visualization and dashboards built your data estate. It has changed.
of data, or common processes used. increase transparency showing
{ Modernize use cases to reflect today’s real business needs
progress toward goals.
{ Draw a straight line on how improvements will reflect in P&L. and create true alignment to your business strategy. Doing so
{ Ensure your reports come from a can enable 258% more revenue growth and 130% more
common repository, owned by the operating margin.*
business. Chances are you have
several data repositories in place
with huge overlap. Reduce costs
Create coherence
Align data and analytics strategy with business strategy.
Cultivate by consolidating your data. Empower teams with data literacy
Foster data literacy, allowing teams to make informed
{ This is an area even Data Value
{ To get from data to value, you need to understand what drives the business, double Creator CDOs are still working on;
45% of them say their data
decisions based on data.

connecting your data and analytics strategy to business objectives. { At the same time, encourage business lines to take ownership of

{ Create coherence by merging the various frameworks and guidelines that vision to investments enable them to track
and report performance in new
their data and let them lead the way on creation of data products.

drive ROI
exist throughout departments. { Emphasize that each individual in the organization has a data
ways. But it’s a worthwhile
{ Get everyone involved and agreeing to the future data landscape. responsibility, but build a data infrastructure that allows its users
pursuit, as it is an enabler for 27%
to innovate without being inhibited by data compliance (because
{ Create synergy by acting as an analytics mentor to the business, allocating more expected revenue growth.*
it’s built into the infrastructure).
the right sources, and investing in training.
{ Identify the segments of your data value chain where you need
{ Deliver results side by side with business teams. *Among Data Value Creators, we analyzed more progressive skill sets, invest in those, and plan for attrition
which enablers increased annual revenue
{ Data Value Creators do this more often than peers; they are aligned with the and turnover in those areas.
growth or operating margin results for 2020-
business strategy in 63% of cases while all other CDOs are aligned in 48%. 2022. For each enabler, we compared the { Data Value Creators with empowered teams drive 173% more
group of Data Value Creators who indicated
revenue growth than those without empowered teams.*
they applied an activity, versus the Data Value
Creators who indicated they didn’t, or had only
somewhat implemented an enabler. We then
calculated the relative differences in revenue
growth or operating margin between both Data
Value Creator groups.

20 Lesson 1 21
2
“We are struggling to align our
business and IT strategies.”
Akiko Murakami
Chief Data Officer
Sompo Japan Insurance Inc.

Piggyback
CDOs are generally given a
wide berth within their budget
in terms of where to invest and
what to emphasize within those
areas. However, the majority of Data Value Creator
CDOs opt to align their data management strategy

Lesson with their company’s larger digital transformation

investments—and that choice enables enhanced impact.

Figure 4

data investments
Data Value Creator
CDOs align data
strategy with
enterprise digital

off broader digital

transformation

investments Data Value Creators

Our data management strategy is explicitly

60%

aligned with our digital transformation

All others 52%

22 23
“If you talk to IT, they’ll say the business owns the data. We don’t AI is best equipped Figure 5

Data Value Creators

do anything with it. And if you talk to the business, they’ll say IT
controls the data because we can’t see it. We can’t access it. And
for today’s data deluge use AI to their
advantage more
so, data’s fallen into sort of this abyss where no one actually truly than peers

understands it. Because the business is restricted in what they

see, and IT is restricted in what they understand of the business
processes. There is a major gap in ownership and being able to
CDOs we surveyed are particularly focused on
truly leverage it to drive value.” investments in AI, with those in certain industries
We have clearly
CDO of a large consumer goods company (government and education, communications, defined thresholds
and banking and financial markets) particularly for automated
focused on automated decision-making. decision-making
77% 57%
Peter Jackson, Chief Data and Product Officer, Outra
(UK), and Chief Data and Analytics Officer, Carruthers
and Jackson, is nothing if not pragmatic on this topic:
“If you’re receiving five feeds of ESG data, how do you We are making faster
compare one carbon score to another? And how do and better decisions
you actually come out with a median or an average or
by applying AI to
The clear lesson: Data strategy and digital our data
a range of that carbon score to use with confidence in
strategy should be in lockstep. That sort of alignment some investment model? That doesn’t sit with a CTO, 75% 54%
is easy to say and hard to do. Akiko Murakami, CDO at Sompo Japan Insurance it doesn’t sit with a strategy officer, it doesn’t sit with
Inc., is frank about the challenges: “We are struggling to align our business and an investment officer. It sits with somebody who’s
IT strategies . . . The business strategy has a vision of business transformation, really good at data modeling and statistics.” We are using
and while adhering to the agency-centered business model, it is necessary to AI to automate
transform the way of doing business into a data-driven one. However, some IT AI-backed data insights can generate competitive decision-making
systems impose constraints. There are limitations in the amount of data that advantage in many industries. The CDO of a large 64% 34%
can be obtained from the legacy systems, as well as limitations of time.” automotive distributor points to the relevance for the
automotive industry: “I firmly believe that the next
Friedman Wang, head of the Big Data R&D Center of CTBC Financial Holding Co., revolution is the data front.” The flood of data from
We have the right data
Ltd., agrees. Molding the data landscape through digital technologies that are increasingly intelligent vehicles, makes the job as a
platform in place to process
transforming the entire enterprise is an essential step to get to value, says Wang: CDO even more critical to the business and its growth. the data we collect
“We really do collect so much data that it’s just a
55% 40%
“I think the field where the CDO can make a big difference matter of prioritizing. Whoever is going to have the
competitive advantage here in the automotive sector
in the future should be advanced data technology, such as
is who is going to get a better grip on the data sooner.”
through the combination of AI and data, to truly release
the value of data.” Data Value Creators All others

24 Lesson 2 25
 In their own words
Eliminating unrealistic AI expectations and understanding the business
Lufthansa Germany’s largest airline, Deutsche Lufthansa AG,
knew that with the right data and AI strategy, it could

Enhancing customer
enhance the customer experience and better
empower its employees while achieving operational Srinivasan Sankar
experience through excellence.7 The rules and regulations for an airline Enterprise Data and Analytics Leader
in the insurance industry
that operates all over the world are infinitely complex—
data and AI from baggage allowances for specific routes and
“A CDO needs to be skilled in data management, business knowledge, and
status levels to visa requirements for passport holders
technical knowledge in order to set appropriate expectations. Otherwise,
from one country traveling to any other. No agent can
you can have a CEO who sets expectations like ‘everything on AI, machine
know all the answers.
learning, and automation within six months.’ If you know the technology
and the business, you know that’s not possible from a data perspective or
“For Lufthansa, AI is so critical because it actually
otherwise.”
opens up the world of the data that we’re sitting on,”
explains Mirco Bharpalania, Senior Director of Cross
Domain Solutions for the Lufthansa Group. “It actually
helps us to unlock all the potential that we somehow
or somewhere in our databases already have.”

Lufthansa worked with IBM to enable previously

Peter Jackson
Chief Data and Product Officer, Outra (UK)
disparate data sources to become searchable in
Chief Data and Analytics Officer, Carruthers and Jackson
natural language and aviation terms, positioning
agents to more easily address close to 100,000 “Do I want to understand every business process? No, because I don’t
customer queries annually. IBM Watson® technology have the bandwidth to do it. What I would like to do is understand the
manages, searches, analyzes, and interprets the business processes that are critical to the business.”
various relevant and connected data sources, such
as Microsoft SharePoint and internal ticket systems.

26 Lesson 2 27
 Action guide Action guide

How to take a
page out of the

Data Value
Creator Piggyback data investments Apply AI for better, Use a seamless,
playbook off broader digital investments faster decision-making
Use AI to augment human decisions and help
customer-centric approach
Work with partners to unlock and consolidate
to better understand the context and scenarios data and insights.
of business decisions. { Provide consistent, available, and reliable data
{ Instead of relying on gut feeling to make across customer channels to improve the
decisions, use AI to infuse information-driven customer relationship and experience.
Establish clearly defined thresholds Pursue new sources of actions, based on data and prediction. { Consolidate data across the various customer
for automated decision-making value through data { Intelligent automation can help streamline touchpoints to serve up richer experiences and
Control the data and define the business policies that lie Make data and analytics a central element decision-making processes that support better insights.
at the base of—and drive—(operational) decisions. of your innovation processes. business productivity, quality, and compliancy. { Ensure the strategic treatment and
{ Provide insight and transparency into the algorithms { Establish data ownership: if you own the { At all times, ensure the human element by organization of your customer data is
that are used to process data. business process, then you own the data adding human control on top (“Does this consistent across the organization.
that comes out of that business process. prediction actually look right?”).
{ Define an ethics framework within which to apply
AI and algorithms. { Reengineer legacy data repositories to align { Create diverse teams, with people from
with modern business processes, using different backgrounds, to avoid unconscious
{ Consider defining an algorithm policy framework,
prescriptive models. This helps not only to bias in your solutions.
which defines when a calculation or set of rules is
shrink costs, but also to deliver new data { Three-quarters of Data Value Creator CDOs
considered an algorithm, and how and when you
perspectives. (75%) are applying AI to decision-making
are allowed to apply it.
versus 54% of other CDOs.
{ Significantly more Data Value Creator CDOs have
established clearly defined thresholds for automated
decision-making than other CDOs—77% versus 57%.

28 Lesson 2 29
 “We aren’t short on ideas. I go to workshops and I hear the

Emphasize
business chatting about the various types of things we could do...
as technologists, our job is to enable those dreams, to make
those possible.”
CDO of a large automotive distributor

No chief data officer wants to receive that late-

business-model
night call about a data leak or find that a critical information
resource has been corrupted. Protecting data resources is a primary—and daunting—
responsibility, and no CDO can afford to take it lightly.

innovation as much But for the Data Value Creators in our study, pursuing data protection is on roughly
equal footing with pursuing business-model innovation. In fact, nearly 90% of our
CDO Value Creators report that they are using their data investments to pursue new

as business
sources of value, fueling innovation within their organizations.

This is a critical distinction, though not a simple one. Even these leaders can struggle
to balance the openness inherent in innovation with the protection necessary to keep

protection
data safe. But that challenge is not allowed to be an impediment. As Suzuki Motor
Corporation’s New Mobility Service Dept. Group Manager, Masayuki Yamamoto, puts it,
“It is difficult to balance data protection while promoting innovation. I must build a data
infra-structure that allows users to innovate without being bound by data compliance.”

Figure 6

Investing in data
yields new sources
of business value

Data Value Creators 87%

Our data investments give the capabilities
needed to pursue new sources of value

All others 63%

Lesson
30 31
“Silo-busting” Figure 8

Breaking down
and the So how does a CDO thread this needle? The Data Value Creators in our study
data silos so
innovation
technologies emphasize that they need their varied technologies to work together. From data
can grow
fabric to centralized architecture to interoperable linked data, Value Creator CDOs
that multiply are investing in the methods and approaches that foster innovation and break down

innovation the silos that hinder it.

But silo-busting often requires subtle engagement with business units. When data
ownership sits with the business side, these CDOs say, it often adds layers of Data 84%
visualization
complexity to safe and open sharing practices and technologies. One critical
66%
enabler is allowing appropriate access to historical data that can be updated. Such
virtual data archiving—which calls to mind the days when reams of paper data were
stored somewhere physically—is something the Dutch central government’s Stolk
calls “sustainable accessibility”: “By sustainable accessibility, we mean it’s Centralized 75%
findable, reusable, accessible, interpretable.” data
architecture 66%

Figure 7

Data Value Creator Data lake

75%
CDOs make full use of 57%
innovative technologies

AI and machine
learning Hybrid Interoperable, 75%
Process and task linked data
88% 56%
cloud
mining
Data fabric 62%
78% 59% architecture
70% 55% 68% 49%
Decentralized
data
56%
architecture 38%

Predictive IoT Automation

advanced analytics 68% 59%
73% 63%
83% 62%
Data Value Creators All others Data Value Creators
All others

32 Lesson 3 33
The many faces of ING

data architecture Delivering the right data

to the right people at the
right time

Business-model innovation often starts The innovation that

with data architecture choices. data mesh and data

fabric can enable—
Organizations vary widely in their approach, and many CDOs have strong opinions. The challenge ING Chief AI Architect, Ferd Scheepers, wanted to empower ING’s data citizens with access to
by breaking down silos
The Data Value Creators in our study, they have increasingly moved away from reliance governed data and toolsets that comply with business policy and multi-jurisdiction regulations—
and promoting insights
on a central data lake, recognizing that it can become a dumping ground for data that no easy task for a multinational banking and financial services corporation.8
across previously
doesn’t have a defined purpose. Data lakes are at risk of becoming “data swamps”
when they lack the appropriate data quality and governance needed to provide unconnected data
ING’s centralized governed data lake adequately served its organizational and regulatory needs
insightful learnings. sets—is something that at the surface—but Mr. Scheepers wanted more than adequate. The amount of manual work, the
sophisticated CDOs are number of subject matter experts, and the associated maintenance costs became an inhibitor to
But other data technologies can increasingly pursuing, getting more data into the data lake. The challenge amplified as ING moved more data into the
in partnership cloud and cloud-native applications. Furthermore, ING needed to govern its data in the cloud
multiply innovation.
with the business. the same way it does in its on-premises environment. The heterogeneity of the landscape and
A data mesh—a decentralized data architecture that organizes data by a specific
plethora of different tools available in the cloud add to the complexity—and headaches.
business domain—provides more ownership to the producers of a given data set, which
enables a self-service data culture. Using a data mesh doesn’t preclude traditional
storage systems such as data lakes or data warehouses. It just means that their use The solution ING teams worked with IBM to create an automated abstraction layer, between data and the
has shifted from a single, centralized data platform to multiple decentralized data consumers of this data, across ING’s hybrid cloud environment. And that layer had to adhere to
repositories. Some enterprises go a step further and add a data fabric to the mix because ING’s governance policies, deliver data from different record sources, and map directly to ING’s
it can automate key parts of the data mesh. This helps organizations create data company language. The prospect of reducing complexity and manual work and offering new
products faster, improve global governance, and orchestrate multiple data products. possibilities to ING data consumers and industry regulators was the end goal.

The data fabric solution chosen runs across an open, hybrid cloud environment that adapts
Here’s how Outra’s Peter Jackson approached it.
to ING’s multi-platform, heterogeneous landscape. It enables just-in-time access to the
“I realized I had six divisions globally who were never going to let me move their data, right data across any cloud and on-premises, at the optimum cost, with the appropriate
let alone customer data, into one data warehouse. I didn’t want to do it anyway. I didn’t level of governance.
want to build a data warehouse. And I took this concept of polyglot persistence. In other
words, data sets will persist in many different places at the same time. It doesn’t mean With this solution, ING was able to set governing and data quality rules and define business
you don’t have one version of the truth. It means that through data governance, you taxonomy, access rights, privacy, and protection across its data stores—regardless of the
need to understand why each is a version of truth at the point in time in that division. platform where the data resides. The data fabric solution solved the nagging challenge,
And if you can do that, they are equally valid. And then when you want to join the data providing high-quality, governed, business- and regulatory audit-ready data across the
sets, you know how, and you can join them together in a data mesh. So, I think you’ll entire enterprise, including the multiple locations in which the company operates.
find modern infrastructures that are driven by CDOs will be mesh and fabric.”

34 Lesson 3 35
 Cloud-ready data Protect data
architecture: with quantum
More than encryption
checking the box

When asked for the most important characteristics of their data architecture, our Quantum computing is evolving from the fantastical
hero group ranked security far above any other area. But, clocking in at second and to the feasible. By decade’s end, practical quantum
third respectively were explainable comprehensive outputs and cloud readiness.
computing solutions could impact computing
Cloud plays a key role in enabling innovation—and although it gets less credit in this
area than its “sexier” counterpart, AI, modern digital innovation can’t happen strategies across industries.
without it. Suzuki Motor Corporation’s Masayuki Yamamoto is keenly aware of the
importance of cloud for data architecture: “Centralized and distributed data What does this mean for business leaders? The quantum era will unfold
management and an optimal combination of on premises and cloud are important. over time, but the need for quantum-safe solutions is immediate. Business,
Laws and regulations in each country are changing rapidly, so it is necessary to build technology, and security leaders face an urgent need to develop a quantum-safe
a flexible infrastructure that can respond to these changes.” strategy and roadmap now. In fact, both the historic and current complexity of
cryptography migrations—even pre-quantum computing—can require several
years of strategic planning, remediation, and transformation.

Bad actors could be positioning themselves to take advantage of next-generation

code-breaking tools now. Attackers could be stealing large tranches of encrypted
data that would be unreadable using contemporary tools, hoarding data from these
breaches with the intent to decode it once better technology becomes available.
Organizations may have already experienced breaches that they will not know
Figure 9 Secure, transparent about for many years, creating an uncertain security and liability environment.
What matters 81%
most to Data IBM has played a key role in developing new quantum-safe standards because of
Value Creators Explainable, comprehensive outputs
our expertise in both cryptography and quantum computing and has been working
for data 53%
to prepare clients and partners for the transition to quantum-safe cryptography.
architecture?
Cloud-ready
Chief Data Officers should be well-versed in the value and urgency of quantum
51%
encryption. Upgrading the world’s cybersecurity for the era of quantum computing
is a new challenge that will take years, so it’s crucial that anyone with critical data
to secure begins working on this now.9

36 Lesson 3 37
 Action guide Action guide

How to take a
page out of the

Data Value
Creator Have the right data platform in place Protect and secure Deploy hybrid cloud
playbook to process the data you collect
Implement a fit-for-purpose data architecture.
data to the max Create a common platform across all cloud
environments.
Plan and prepare for quantum.

{ Determine the specific needs the business has for data, and implement { Balance data-driven working and { Create a common platform that is consistent,
a fit-for-purpose data architecture that supports these business goals. risks. scalable, and optimized for the organization
and the partner ecosystem.
{ Remove complexity from your data structure by introducing a data { Thread privacy and security through
environment where the same data can be used for multiple use cases. your entire data ecosystem. { Embed intelligence capabilities, deploying
analytical services in the cloud.
{ Prepare for quantum with quantum-
safe encryption. { Use cloud to connect teams across functions,
separate compute from storage, and bring
flexibility and scalability into your enterprise
Manage compliancy with data
legislations and standards
Emphasize information strategy.

{ Discover insights in real time in a hybrid

Define a data governance policy that guides business-model environment.

compliancy.

{ Define a data governance policy that guides data innovation as

Apply predictive *Among Data Value Creators, we analyzed which enablers increased

much as business
quality, privacy, and security practices for the annual revenue growth or operating margin results for 2020-2022.
organization. advanced analytics For each enabler, we compared the group of Data Value Creators who

protection
indicated they applied an activity, versus the Data Value Creators
{ Implement modern business applications to Implement an analytics model to predict who indicated they didn’t, or had only somewhat implemented an
accommodate the ever-evolving landscape of outcomes. enabler. We then calculated the relative differences in revenue
regulatory reporting. growth or operating margin between both Data Value Creator groups.
{ Implement a model to predict outcomes, using:
{ Ensure compliancy and privacy are a shared — historical data and statistical modeling,
responsibility between the CDO and the Chief — data mining techniques,
Privacy Officer. — and machine learning.

{ Doing so is an enabler for 45% more

operating margin.*

38 Lesson 3 39
Engage
“I’ve found I need to embrace the chaos around me, rather than fight it.
Technology is changing fast. I work with more and more external and
internal partners each with their own standards; we acquire new

4
companies. These are all external things I can’t control. But I need to
use it. Therefore I try not to worry about all the differences, but I do
protect my data standards as this is where I can make strong headway
amongst the chaos.”

wholly with ecosystem An energy company CDO

partners
Sharing data, working with others—it can
increase risks and make tasks harder.
But for the top-performing CDOs in our study, the effort is more than worth it. In
fact, Data Value Creator CDOs have ecosystem partners that are 100% engaged in
their data strategy, versus other CDOs, who report only about 65% engagement.
Data Value Creators also engage customers in every aspect of their personal data.

Figure 10

Data Value
Creator CDOs have
ecosystems that
are 100% engaged

Data Value Creators 100%

Partnership
Lesson engagement today
All others 65%

40 41
 Figure 11
Ecosystems
CDOs cite
top 3 barriers
aren’t just
to effective external
ecosystems

Engagement does come with challenges. Roughly one in It’s not just external ecosystems that can be complex. For the internal ecosystem,
three of Value Creator CDOs say they are challenged by an building collaboration is essential to yielding positive business results. Some 25%
overly complex partner ecosystem. The three largest barriers of Data Value Creators say they share strategic and operational data responsibilities
to effective ecosystem partnerships that they cite: data Approach to with the Chief Customer Officer, for instance.
privacy and ethics; common standards; and transparency
data privacy
and visibility. Nonetheless, these leaders are finding ways to
power through these hurdles to gain the greater value they and ethics A global energy company CDO describes his situation:
know will outweigh issues encountered along the way. “If I want to go off and do something, I need the business to say ‘yes’—
that this is something they want to do in an ideal world. I’ve got groups I
“As government, we have more regulatory pressure than can call upon, like IT specialists in the data space who can then deliver
regular organizations,” says Dutch central government’s
it, but I need to marry those two up. I don’t have my own IT delivery
Stolk. But that has not deterred his group from pressing
team nor my own budget to enable that to happen. So it’s very much
ahead. “Government regulatory principles: data shall be Common
working in partnership with the business to sponsor a particular use
shared, and you shall not ask for the same information twice. standards
This demands a different approach to your data architecture case and idea—and equally then making sure that they have dedicated
and data interoperability.” the budget to enable the data team to deliver it.”

“As CDO, I do not own the content; I do not CDOs must act as one part businessperson, one part technologist, and one part
own the data. That ownership lies within diplomat as they strive to create business growth and innovation with data they
don’t own in areas they don’t control. “Having more data doesn’t always lead to
the separate domains. But I have a role in
improved solutions; instead, it results in more difficulties regarding the quality of
the prioritization of tasks and activities,
Transparency the data. There are various obstacles we face regarding data sharing and how we
each adding to the strategic ambitions that
and visibility can responsibly share data.” says Lisel Engelbrecht, Data, Analytics & AI Officer,
have been defined.” WomeninAI.
Merle Zwiers
CDO, Dutch Ministry of Defense Given that Data Value Creators engage customers in every aspect of their personal
data, internal partnerships with Chief Customer Officers and other leaders who
“own” the customer must be navigated to be effective.

42 Lesson 4 43
 Don’t neglect Figure 12

CDOs increasingly
internal partner navigate customers
networks and their data
proactively

Internal partner networks must be navigated with precision. Patricia van Tienen, Activities related Informing Promoting Engaging Giving customers
Acting CDO at a government agency, explains how she is proceeding: “We work for to customer and customers our privacy and customers in active control and
eight, sometimes as many as 10, government agencies—all with different data of our data ethics defining our access to their
citizen data
responsibilities. We cannot just throw all the data together to generate insights. We privacy and practices in the data and ethics personal data
have to guarantee full data responsibility to prevent misuse. We could link all data ethics policies market strategy
on a certain topic and could provide solid policy advice, but there are risks involved
once data is linked. And that is quite complex.”

“We started with setting up a cross-organization

data strategy, in which we defined the use of data
for social benefit and impact, in a reliable way.
The second step we’ve taken is setting up a data
policy. What are our starting points in being a
reliable partner? We have set up that entire
framework within our organization, have coordinated
it throughout, and we are still implementing that.”

The challenges in partnering persist for CDOs, demanding their vigilance and
discipline. But the rewards drive Value Creators to shoulder the burden, a tradeoff
well worth making. As Van Tienen puts it, “And at the same time, there is also a very
practical basis for me: making sure that we can do it, making sure that we collect
the data in such a way that we can share it, recognize it. That wasn’t the case when
82% 78% 54% 37%
I came in. We’re using an integrated data model and are in the middle of that Data Value Creators
implementation.”

44 Lesson 4 45
 Action guide Action guide

How to take a
page out of the

Data Value Ensure interoperability with ecosystem partners Collaborate with transparency and visibility Make use of your
mutual critical talent
Creator
Identify the right ecosystem partners to jointly achieve value from data. Enable trusted, transparent, and efficient supplier collaboration.

{ Establish a long-term vision to establish the right connections with the { Enable supplier collaboration through digitizing and prioritizing data and skills

playbook
right individuals, the right teams, the right partners. security and privacy. Collaborate to improve data skills
{ Interoperability refers to timely and secure access, compatibility, { Connect with external partners to increase your knowledge base and and close skills gaps.
integration, and coexistence of data sources between business use external experiences. You can learn a lot through conversations { Leverage best practices and
partners. Typically combine cloud data with open source acceleration. with other CDOs and translating it to your own organization. Embrace skills networks, where
the opportunities to get more value and more data from other types of employees can learn from peers
{ Together, create new business opportunities by connecting external and
industries and environments, and from other types of data that can in different work and company
open data. Create a space for quick and scalable collaboration across
be explored. environments.
the ecosystem, where different users with different objectives are using
the same data repository. { Always share data responsibly and handle data with trust. Proactively { Exchange knowledge and ideas
show the data lineage and how you control your security. and learn from each other’s
{ Separate internal data from external data, analyze fact-based information
from your machines, facilities, and processes, and horizontally deploy that { Getting this area right is an enabler for 63% more revenue growth.* practices.
knowledge among industry partners. { Pledge commitment, quickly
{ Interoperability is an enabler for 29% more revenue growth.* pilot, and together explore next
steps.

{ Look across to improve value

beyond just your industry.
Share cybersecurity threat *Among Data Value Creators, we analyzed
which enablers increased annual revenue Engage Agree on common standards
intelligence growth or operating margin results for 2020- Agree on a common foundation and
Shared work environments require a shared
2022. For each enabler, we compared the
group of Data Value Creators who indicated wholly with shared vision.

ecosystem
approach to external threats. they applied an activity, versus the Data Value { Coordinate your data privacy and ethics policies, and use your
Creators who indicated they didn’t, or had
{ This includes vulnerability assessments, information partnerships to create scaling opportunities.
only somewhat implemented an enabler.

partners
phishing attempts, and even theft and We then calculated the relative differences in { Ensure that data points used in a mutual environment are
revenue growth or operating margin between
malware practices. interpreted correctly and add value to the ecosystem value chain.
both Data Value Creator groups.
{ Thread security and privacy throughout { And more importantly, make sure you know what’s out there, and
your ecosystem. then be able to bring it back to what’s relevant and required for your
{ And make sure it’s easily demonstrated. organization.

46 Lesson 4 47
 No two CDO paths are alike. But the trailblazers who are forging a path from
data to value provides valuable insights for all.

In this report, we’ve highlighted four key characteristics of Data Value Creators.
Each comes with its own set of complexities but all appear to be paying off for these
hero CDOs in terms of business value achieved. That business value is what gives
them a continued remit, as well as a wide berth for innovation and achievement.

There is no one
Despite the complexities inherent in the Chief Data Officer role, most of our
respondents are energized and excited by the possibilities ahead.

path from data “I think the opportunities with data are absolutely boundless.
I don’t think we’ve even really scratched the surface yet. I

to value.
wake up every morning thinking I am the luckiest man in the
world to actually be in this career at this point in time. It’s just
an absolute dream.”

Peter Jackson, Chief Data and Product Officer, Outra (UK), and Chief Data
and Analytics Officer, Carruthers and Jackson

“Are you willing to try something different from what you’ve done
for the last 20 or 30 years? This doesn’t have to be a $3 million or
$10 million massive project. Give me $50K and I’ll do something
small. I’m going to prove it and I’m going to show you and we’ll
grow incrementally from there.”

But leading CDOs CDO of a large consumer goods company

are leaving a trail

That excitement and ambition, blended with the phenomenal advances in
exponential technologies such as cloud, AI, and quantum computing, should make
the next chapter of CDO progress a compelling one. Twenty years from now, the

of breadcrumbs.
CDO will likely still be evolving and growing, their contributions to business results
richer than ever. With today’s slow-and-steady-wins-the-race approach, CDOs are
generating massive changes in the way businesses and governments run, enabling
new waves of progress and achievement. CDO Value Creators are leading the way to
this future, taking risks when necessary, standing firm when needed.

48 That’s a breadcrumb trail worth following. 49

 Global Notes and
distribution sources
1 Zetlin, Minda, and Thor Olavsrud. “What is a chief data © Copyright IBM Corporation 2023
Greater
Europe officer? A leader who creates business value from
China IBM Corporation
North 28% 9%
data.” CIO. March 31, 2022. https://www.cio.com/
article/230880/what-is-a-chief-data-officer.html
New Orchard Road
America Armonk, NY 10504
2 Ibid
13% 3 “Cost of a Data Breach Report 2022.” IBM Security and
Produced in the United States of America | March 2023
Japan IBM, the IBM logo, and ibm.com are trademarks of
the Ponemon Institute. July 2022. https://www.ibm.
6% com/reports/data-breach International Business Machines Corp., registered in many
jurisdictions worldwide. Other product and service names
4 “Building a future-ready workforce with data and AI:
might be trademarks of IBM or other companies. A current list
Middle East How Johnson & Johnson Technology is transforming
and Africa of IBM trademarks is available on the web at “Copyright and
its talent strategy.” IBM Consulting blog. October 1,
trademark information” at: ibm.com/legal/copytrade.shtml.
Latin 11% Asia
Pacific
2021. https://www.ibm.com/blogs/services/2021/
10/01/building-a-future-ready-workforce-with- This document is current as of the initial date of publication
America
21% data-and-ai/ and may be changed by IBM at any time. Not all offerings are
12% 5 “Cost of a Data Breach Report 2022.” IBM Security
available in every country in which IBM operates.

and the Ponemon Institute. July 2022. https://www. THE INFORMATION IN THIS DOCUMENT IS PROVIDED “AS IS”
ibm.com/reports/data-breach WITHOUT ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING
WITHOUT ANY WARRANTIES OF MERCHANTABILITY, FITNESS
6 Ibid
FOR A PARTICULAR PURPOSE AND ANY WARRANTY OR
7 “Scaling AI at Lufthansa.” IBM case study. Accessed CONDITION OF NON-INFRINGEMENT. IBM products are
March 1, 2023. https://www.ibm.com/case-studies/ warranted according to the terms and conditions of the
IBM Institute For two decades, the IBM Institute for Business Value has served as the thought
deutsche-lufthansa-ag/ agreements under which they are provided.
for Business leadership think tank for IBM. What inspires us is producing research-backed,
8 Copty, Shadi. “ING carries out its data fabric vision.”
technology-informed strategic insights that help leaders make smarter business This report is intended for general guidance only. It is not
Value IBM Journey to AI blog. July 6, 2021. https://
intended to be a substitute for detailed research or the
decisions. www.ibm.com/blogs/journey-to-ai/2021/07/
exercise of professional judgment. IBM shall not be
how-do-banks-deliver-governed-data-ac-
responsible for any loss whatsoever sustained by any
cess-across-their-organization/
From our unique position at the intersection of business, technology, and society, organization or person who relies on this publication.
we survey, interview, and engage with thousands of executives, consumers, and 9 Harishankar, Ray, Dr. Sridhar Muppidi, Michael
The data used in this report may be derived from third-party
Osborne, Dr. Walid Rjaibi, Dr. Joachin Schaefer.
experts each year, synthesizing their perspectives into credible, inspiring, and sources and IBM does not independently verify, validate or
“Security in the quantum computing era:
actionable insights. audit such data. The results from the use of such data are
The risk is real, the need is now.” IBM Institute for
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