大数据时代首席数据官的角色与职责
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摘要
随着大数据时代的到来,首席数据官(CDO)承担起了管理各类数据的工作,但作为一个新兴的职位,CDO在组织中扮演的角色和承担的职责尚不完全清晰。本文运用两阶段调研法,以美国多家企业的CDO为主要调研对象,结合他们的实际工作,梳理CDO承担的主要工作职责,归纳其在企业运行中扮演的角色,建立CDO角色和职责的层次结构。研究表明,CDO在企业中主要承担最大化商业价值、挖掘新的商业机会、数据质量管理等28项工作职责;主要扮演5种角色:数据管理者、商业价值挖掘者、决策制定者、协调者、数据概念及技能推广者。通过角色和职责权重分析得出,CDO最重要的角色是数据管理者和商业价值挖掘者,最重要的职责是最大化数据价值和挖掘新的商业机会。
With the advent of the Big Data era,Chief Data Officers( CDOs) take on the task of managing all types of data. However,as an emerging position,the roles and responsibilities of CDOs in the organization are not yet completely clear. This study uses the twostage survey method,takes CDOs from a number of US companies as the research object,combines with the actual work of CDOs to explore the main responsibilities of CDOs and summarize their roles in the operation of the enterprises. At last,we establish the CDO's roles and responsibilities hierarchy. The study shows that CDOs mainly undertake twenty-eight job responsibilities in enterprises,such as maximizing business value,exploring new business opportunities,data quality management,etc. And CDOs mainly play five roles:data governor,commercial value digger,decision maker,coordinator,data concept and skill promoter. By analyzing the weight of roles and responsibilities,the study concludes that the most important roles of CDOs are Data governor and commercial value digger. The most important responsibilities are to maximize data value and explore new business opportunities.
With the advent of the Big Data era,Chief Data Officers( CDOs) take on the task of managing all types of data. However,as an emerging position,the roles and responsibilities of CDOs in the organization are not yet completely clear. This study uses the twostage survey method,takes CDOs from a number of US companies as the research object,combines with the actual work of CDOs to explore the main responsibilities of CDOs and summarize their roles in the operation of the enterprises. At last,we establish the CDO's roles and responsibilities hierarchy. The study shows that CDOs mainly undertake twenty-eight job responsibilities in enterprises,such as maximizing business value,exploring new business opportunities,data quality management,etc. And CDOs mainly play five roles:data governor,commercial value digger,decision maker,coordinator,data concept and skill promoter. By analyzing the weight of roles and responsibilities,the study concludes that the most important roles of CDOs are Data governor and commercial value digger. The most important responsibilities are to maximize data value and explore new business opportunities.
引文
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[20]CARMELI A,FRIEDMAN Y,TISHLER A. Cultivating a resilient top management team:the importance of relational connections and strategic decision comprehensiveness[J].Safety science,2013,51(1):148-159.
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[23]GOMEZ-CABRERO D,ABUGESSAISA I,MAIER D,et al. Data integration in the era of omics:current and future challenges[J].BMC systems biology,2014,8(Suppl 2):1-10.
[24]冯芷艳,郭迅华,曾大军,等.大数据背景下商务管理研究若干前沿课题[J].管理科学学报,2013,16(1):1-9.
[25]WALKER S J. Big Data:a revolution that will transform how we live,work,and think[J].International journal of advertising,2015,33(1):181-183.
[2]LEE Y,STRONG D M,KAHN B K,et al. AIMQ:a methodology for information quality assessment[J].Information&management,2002,40(2):133-146.
[3]WANG R,STRONG D M. Beyond accuracy:What data quality means to data consumers[J].Journal of management information systems,1996,12(4):5-33.
[4]ADIZES I. Organizational passages-diagnosing and treating lifecycle problems of organizations[J].Organizational dynamics,1979,8(1):3-25.
[5]POPKIN J,LOGAN V A,LOGAN D,et al. Survey analysis:second gartner CDO survey-the state of the office of the CDO[R].Stamford:Gartner,Inc,2016:13-20.
[6]李宁,郭毅夫,王岩.云管理商业模式及评估[J].中国管理科学,2012,20(S2):640-646.
[7]HAMBRICK D C,MASON P A. Upper echelons:the organization as a reflection of its top managers[J].Academy of management review,1984,9(2):193-206.
[8]HAMBRICK D C,CANNELLA A A. CEOs who have COOs:contingency analysis of an unexplored structural form[J].Strategic management journal,2004,25(10):959-979.
[9]MURPHY K J,ZABOJNIK J. CEO pay and appointments:a market-based explanation for recent trends[J].The American economic review,2004,94(2):192-196.
[10]CHUN M,MOONEY J. CIO roles and responsibilities:twenty-five years of evolution and change[J].Information&management,2009,46(6):323-334.
[11]PEPPARD J,EDWARDS C,LAMBERT R. Clarifying the ambiguous role of the CIO[J].MIS quarterly executive,2011,10(1):31-44.
[12]FAVARO P. Beyond bean counting:the CFO's expanding role[J].Strategy&leadership,2001,29(5):4-8.
[13]FARAG H,PLASCHKE F,RODT M. Evolving capital markets and the changing role of the CFO[M]//HOMMEL U,FABICH M,SCHELLENBERG E,et al.The strategic CFO. Berlin:Heidelberg,2011:127-142.
[14]AIKEN P. The case for the chief data officer[M].Waltham:Morgan Kaufmann in Elsevier Inc,2013:1-3.
[15]ZHAN X. Examining the shareholder value effects of announcements of CDO positions[C]//Proceedings of the 13th International Conference on Service Systems and Service Management(ICSSSM). Kunming,China,2016:1-6.
[16]XU F,ZHANG H,HUANG W. The value of chief data officer presence on firm performance[C]//Proceedings of the 20th Pacific Asia Conference on Information Systems(PACIS). Chiayi,Taiwan,2016:213-217.
[17]NOH K S. A study on the position of CDO for improving competitiveness based big data in cluster computing environment[J].Cluster comput,2016,19(3):1659-1669.
[18]CHAE H,KOH C E,PRYBUTOK V R. Information technology capability and firm performance:contradictory findings and their possible causes[J].MIS Quality,2014,38(1):305-326.
[19]BHARADWAJ A S. A resource-based perspective on information technology capability and firm performance:an empirical investigation[J].MIS Quality,2000,24(1):169-196.
[20]CARMELI A,FRIEDMAN Y,TISHLER A. Cultivating a resilient top management team:the importance of relational connections and strategic decision comprehensiveness[J].Safety science,2013,51(1):148-159.
[21]HAMBRICK D C. Top management groups:a conceptual integration and reconsideration of the“team”label[J].Research in organizational behavior,1994,16:171-214.
[22]YOHANNES T H,AYAKO A B,MUSYOKI D. The impact of top management team demographic characteristics on firm performance:a case of marketing and social research association(MSRA)firms in Kenya[J].International journal of management sciences,2016,7(2):44-61.
[23]GOMEZ-CABRERO D,ABUGESSAISA I,MAIER D,et al. Data integration in the era of omics:current and future challenges[J].BMC systems biology,2014,8(Suppl 2):1-10.
[24]冯芷艳,郭迅华,曾大军,等.大数据背景下商务管理研究若干前沿课题[J].管理科学学报,2013,16(1):1-9.
[25]WALKER S J. Big Data:a revolution that will transform how we live,work,and think[J].International journal of advertising,2015,33(1):181-183.