The most common mistake new CDOs make is arriving with a plan.
That sounds counterintuitive. But the CDOs who fail most spectacularly are those who arrive with a vision, a roadmap, and a deck of solutions, before they've spent a single day understanding the problems. The 100-day plan isn't about what you'll build. It's about what you'll learn.
Your only job in the first 30 days is to understand the landscape before you change it.
Stakeholder mapping and listening tours. Meet every C-suite member, every VPVP of a major function, every key data owner. Not to pitch your agenda, to understand theirs. What are their biggest pain points? Where does data let them down? What did they expect when the CDO role was created? Expect surprising answers. The CMO will tell you data is unusable. The CFO will tell you reporting takes too long. The COO will tell you they can't trust their own numbers. All three are right. All three need you.
Data landscape audit. Understand what data you actually have, where it lives, who owns it, and what state it's in. Most organizations are shocked by what this reveals: duplicate systems, undocumented Data pipelines, quality issues that everyone "knew about" but no one owned. Your job is to document, not fix. Yet.
Team assessment. Who are your strongest people? Where are the skill gaps? Who has institutional knowledge you can't afford to lose? Who is resistant to change and why? This knowledge is critical for your 90-day plan.
Quick win identification. As you listen, keep a running list of problems that could be solved in 90 days. You'll need at least one visible win by Day 100.
The discipline here: resist the temptation to fix things immediately. The fix you implement in Week 2 will almost certainly create three new problems by Week 8.
Vérification des acquis
1. According to the lesson, what is the most common mistake new CDOs make?
2. By what day does the lesson say a new CDO needs at least one visible quick win?
3. The lesson references a 'Data maturity framework' to help diagnose the organization. What is the primary purpose of such a framework in this context?
4. Select ALL activities the lesson recommends during Days 1-30 (Listen, Map, Don't Touch):
Sélectionnez toutes les réponses correctes.
5. Select ALL correct characteristics of 'Quick wins' as defined in the lesson's priority stack:
Sélectionnez toutes les réponses correctes.
Diagnosis. MapMapUsing software to automate repetitive marketing tasks and campaigns, enabling personalisation at scale across channels like email, web, and social.Voir la définition complète → your findings to a Data maturityData maturityNiveau de sophistication d'une organisation dans la gestion et la valorisation de ses données, mesuré sur une échelle de 1 (initial/réactif) à 5 (optimisé/transformationnel). framework (Module 1.2). Where is your organization on the maturity spectrum? What are the two or three biggest structural problems?
Priority stack. Classify initiatives into three buckets:
Execute your quick win. By Day 60, start executing one visible initiative. This doesn't need to be technically complex, it needs to be visible and valuable. A Data qualityData qualityThe degree to which data is fit for purpose: accurate, complete, consistent, timely, valid and unique. Poor quality data undermines analytics, reporting and AI.Voir la définition complète → improvement that fixes a billing error costing €500K/year. A dashboard giving the CFO real-time visibility they didn't have before. A Data governanceData governanceData governance is the set of policies, roles, and processes that ensure data is accurate, secure, well-defined, and used responsibly across an organization.Voir la définition complète → policy resolving a long-running inter-team conflict.
Build your 18-month roadmap. Based on your diagnosis and priorities, create a clear plan with quarterly milestones, resource requirements, and success metrics. A strategy that requires a 40-slide deck to explain isn't a strategy. It's a wish list.
Secure executive alignment. Present your roadmap to the CEO, CFO, and key stakeholders before publishing it widely. You need their buy-in, not their information. Adjust based on their input.
Announce and mobilize. Present your roadmap to the broader organization. Identify your data champions in each business unit. Launch your first core program.
Phil Clodagh, CDO at Holland & Barrett, is one of the most cited examples of effective CDO leadership in UK retail. When he joined, the organization had significant data fragmentation: multiple systems, poor Data qualityData qualityThe degree to which data is fit for purpose: accurate, complete, consistent, timely, valid and unique. Poor quality data undermines analytics, reporting and AI.Voir la définition complète →, and no single view of the customer.
His first 90 days: listen and mapmapUsing software to automate repetitive marketing tasks and campaigns, enabling personalisation at scale across channels like email, web, and social.Voir la définition complète →. No transformation program announcement. He found one concrete pain point, inventory Data qualityData qualityThe degree to which data is fit for purpose: accurate, complete, consistent, timely, valid and unique. Poor quality data undermines analytics, reporting and AI.Voir la définition complète → causing significant supply chain waste, and solved it visibly. That single win gave him the credibility to launch a broader data transformation. Eighteen months later: a unified customer Data productData productA data asset managed like a product, with an owner, defined users, guaranteed quality, and measurable business value., real-time inventory analytics, and a the entire organization understood and supported.
The lesson: don't start with the big vision. Start with the problem you can solve this quarter.