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The Evolving Role of Data Leaders | Insights from the Data Leaders Executive Lounge | 8th May At a recent Data Leaders Executive Lounge , hosted by Eden Smith, senior data professionals and thought leaders came together to explore one of the most pressing questions in the industry: What is the role of a CDO and how can data leaders evolve to deliver tangible business value? As the role of the Chief Data Officer (CDO) and senior data leaders continues to transform, the conversation centred around moving beyond governance and compliance, and instead focusing on business transformation, operational efficiency, and revenue impact. Key Takeaways from the Discussion 1. From Governance to Growth: The New Mandate for Data Leaders Traditional CDO roles have often been limited to compliance and data governance. However, there’s a growing demand for data leaders to take on more commercially focused, transformative positions. Attendees agreed that the modern data leader must align data strategy with overarching business goals - particularly where growth, customer experience, and innovation are concerned. 2. Creating Measurable Business Value with Data Participants emphasized that it’s no longer enough to “manage data.” Today’s data leaders must demonstrate clear ROI - whether through improved decision-making, product innovation, or cost savings. This shift demands stronger communication with the board and senior stakeholders, as well as a deep understanding of the organisation's commercial drivers. 3. Defining the Role: The Case for a Standard Framework With high turnover in data leadership roles and ongoing ambiguity around responsibilities, there was consensus on the need for clearer, standardised job descriptions. A well-defined data leadership framework could help organisations hire more effectively and enable data professionals to deliver greater impact. 4. Building Influence: Networking, Head Hunters, and Career Growth Speakers highlighted the importance of engaging with head hunters, developing a compelling personal narrative, and actively participating in the wider data community. Relationships and visibility are essential for data leaders seeking to move into strategic, board-facing roles. 5. Future-Proofing the Profession The group also discussed the pressures of the current economic climate, and how this affects board expectations. There was a strong call for data leaders to reposition themselves not as a cost centre, but as strategic enablers of value and innovation. This includes staying current on AI developments and being able to speak the language of business transformation. Final Thoughts The Data Leaders Executive Lounge continues to serve as a vital space for open, strategic dialogue among senior data professionals. This event underscored the urgency of redefining the CDO role - not just to stay relevant, but to drive real, sustainable business outcomes. As the data leadership function matures, one thing is clear: those who can bridge the gap between data and business will shape the future of enterprise success.
The Rise of the Modern Data Leaders
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This article was originally published in the HRDirector The Urgent Need for Workforce Upskilling AI enhances efficiency, but humans drive the strategy. While artificial intelligence can process vast amounts of data in seconds, it is human insight and strategic thinking that transform that data into meaningful decisions. The future isn’t just about machines... it’s about how we, as humans, leverage those machines to create smarter, more effective outcomes. HR leaders are at the forefront of this transformation. As AI, data, and digital technologies reshape industries, the real challenge isn’t just integrating these tools - it’s equipping people with the skills to collaborate effectively with them. Future-ready organisations understand that investing in human potential is just as critical as investing in technology. Businesses that fail to embrace the efficiencies of transformation risk falling behind, while transformation itself will falter without a mindset that embraces change and fosters adaptability, collaboration, and innovation. By cultivating a culture of continuous learning, organisations can drive successful transformation while enhancing engagement and retention. The Human Advantage in an AI-Driven World AI is revolutionising the way we work, automating tasks, streamlining processes, and providing insights at an unprecedented speed. Yet even the most advanced AI lacks the creativity, emotional intelligence, and strategic foresight that only humans possess. Human skills such as critical thinking, empathy, and communication differentiate successful teams from those that simply follow the data. AI can analyse information, but it takes human judgement to contextualise that data and make decisions that align with business goals and ethical considerations. "AI accelerates data processing, but it's human creativity and strategic thinking that transform information into actionable decisions." Phil Yeoman, CDO The Rise of Power Skills Technical expertise alone is no longer sufficient for achieving organisational success. The emphasis has shifted towards "power skills", formerly known as soft skills, which are pivotal in fostering effective collaboration and driving business growth. The Evolution from Soft Skills to Power Skills Historically, attributes such as communication, empathy, and adaptability were labelled as "soft skills", often perceived as secondary to technical abilities. However, recent insights underscore their critical importance, leading to their rebranding as "power skills". This shift highlights their role in empowering individuals and teams to excel in collaborative environments. A study by Pearson in 2022 revealed that the top five most in-demand skills across major job markets are human-centric, including collaboration and customer focus. This trend is projected to continue, especially with the growth in AI, emphasising the sustained value of power skills in the workforce. Cultivating Human Skills in the Workplace Recognising the importance of power skills, businesses are investing in their development to enhance collaboration and overall performance. Gamified learning and team simulations offer experiential learning that increases engagement, retention, and application. Who does not like learning through play? Mentorship programmes have emerged as effective tools in skill-building. Research highlighted by Reuters indicates that mentored individuals earn 15% more than their non-mentored peers, attributing this to improved confidence and teamwork abilities. The rise of "fractional twinning", where part-time executives share roles, underscores the demand for adaptability and emotional intelligence in leadership positions. This approach allows businesses to access specialised skills flexibly, fostering a culture of continuous learning and collaboration. In an era where technological advancements are reshaping industries, power skills remain the cornerstone of effective collaboration and business success. By prioritising the development of these skills, organisations can cultivate resilient, innovative, and cohesive teams poised to navigate the complexities of the modern workplace. Why We Learn Better Together Learning is often seen as a solitary pursuit, but research consistently shows that learning in social contexts significantly enhances understanding, retention, and application of knowledge. Whether through collaboration, simulation, discussion, or observation, social learning taps into our innate human tendencies to connect and share, making it a powerful tool for professional development. The Science Behind Social Learning Social learning is grounded in neuroscience and psychology. Studies indicate that when we learn in groups, our brains are more engaged, and we process information more deeply. Consider these key insights: Collaborative Learning Increases Retention: A study published in Psychological Science found that people who learn through discussion, group activities, or simulations retain up to 50% more information than those who study alone. The Role of Mirror Neurons: When we observe others performing tasks, our brain’s mirror neurons activate, helping us understand and replicate their actions more effectively. Boosting Cognitive Load Management: Group learning allows individuals to divide complex tasks, reducing cognitive overload and enhancing problem-solving efficiency. Social learning does not just help us remember facts, it helps us apply what we have learned in practical, real-world contexts, making it an essential approach for workforce upskilling. How Social Learning Shapes Professional Success In the workplace, social learning is a cornerstone of effective training and collaboration. Consider these statistics: 70:20:10 Learning Model: Research shows that 70% of workplace learning happens through on-the-job experiences, 20% through social interactions, and only 10% through formal training (Centre for Creative Leadership). Faster Skill Acquisition: Teams that engage in collaborative learning complete training programmes 30% faster than those relying on individual learning (Harvard Business Review). Knowledge Sharing Boosts Innovation: Companies that encourage peer-to-peer learning see a 25% increase in innovation due to the diverse perspectives shared in group settings (McKinsey & Company). By fostering a collaborative environment, organisations can upskill employees more efficiently while creating a culture of continuous improvement. Harnessing the Benefits of Social Learning Whether in classrooms or corporate offices, organisations can implement social learning strategies to maximise impact. Here is how: Encourage Collaboration: Use group projects, team brainstorming sessions, and peer feedback to foster interactive learning. Leverage Technology: Digital tools enable seamless collaboration, and simulation activities offer immersive, experiential learning that enhances retention. Create Safe Learning Spaces: Cultivate an environment where learners feel comfortable sharing ideas, asking questions, and learning from mistakes. By integrating social learning principles into your strategy, you can unlock higher engagement, deeper understanding, and better outcomes. The Takeaway Humans are social creatures, and our learning thrives when it is collaborative. Whether we are working on a group project, sharing insights with colleagues, or discussing ideas in a boardroom, social learning makes the process more effective, enjoyable, and impactful. “If you want to go fast, go alone. If you want to go far, go together.” The future belongs to those who lead it. By embracing the power of social learning and prioritising human skills alongside AI advancements, organisations can ensure they stay ahead and are future fit.
Many organisations and HR leaders are finding themselves in the position of having access to fabulous talent made up of not only diverse pools of candidates, but also a broad mix of the generations. Think Baby Boomers, Gen X, Millennials and Gen Z. There’s even a small percentage of the Silent Generation – those born between 1928-1945 - a generation who make up a portion of the chair, board member and advisory roles, offering a wealth of experience and knowledge. The demographic of our workforce is experiencing notable shifts. This is influenced by a combination of demographic, social, and economic changes. Understanding these shifts is crucial for organisations aiming to adapt effectively when wanting to stay ahead of the curve and out-perform their competitors. The factors behind the increasingly multigenerational workforce People are working longer Better health and changing financial needs mean older generations are staying in work for longer. Later retirement ages Retirement ages are rising, so older and younger employees are sharing more time in the workplace. Younger generations entering earlier Gen Z and Millennials are joining the workforce earlier with strong digital skills. Evolving career paths People are changing careers or returning to work at different life stages, increasing generational mix. Remote and flexible working Flexible work options allow more people, regardless of age, to stay in or return to employment. As of the second quarter of 2024, Gen Z workers were almost a fifth (18%) of the workforce, with Baby Boomers comprising 15%. Millennials made up the largest share of the workforce (36%), while the Silent Generation has the smallest share (1%). The ‘why’ behind embracing Multigenerational Teams Managing a multigenerational workforce presents both challenges and opportunities. Differences in communication styles can cause misunderstandings and conflict whilst aligning traditional work habits against the modern tech-savvy approach are just two challenges to consider. However, when people of different age groups work together, you get a powerful mix of experience, energy, perspective, and skills that no single generation can offer alone. Younger team members bring fresh ideas, digital fluency, and a natural instinct for emerging trends. More experienced colleagues contribute deep industry knowledge, strategic thinking, and emotional intelligence. The result? Faster innovation, better decision-making, and a more dynamic, future-ready team. These teams also mirror the diversity of your customer base. Whether you're selling a product, designing a service, or shaping communications, having people in the room who understand different life stages makes your work more relevant - and your brand more human. What’s more, multigenerational teams foster a learning culture. Mentoring flows both ways. Seasoned professionals pass on their wisdom, while younger colleagues share new tools and ways of working. Everyone grows, and the business benefits. Yes, generational differences can bring friction - but they also bring rich opportunities for empathy, adaptability, and stronger collaboration. When managed well, a multigenerational team isn’t a challenge to overcome… it’s your secret weapon! Attracting Multigenerational Candidates Hopefully you need no more convincing… just some down to earth advice on how to attract multi-generational candidates and tools to help you do it right. Attracting a multigenerational workforce involves developing strategies that appeal to individuals across various age groups, recognising their unique values, communication styles, and work preferences. Flexible work patterns such as hybrid working models. Since the pandemic, we have seen a huge shift in terms of working patterns. Remote or hybrid working is now very common across the workforce. Equally we are seeing employees in all age groups wanting to move back to office-based work settings. Both HR and business leaders are quite rightly expected to implement an overall company policy but by offering flexible options - that accommodate all life stages and responsibilities - you appeal to the cross-section of society. Provide comprehensive benefits packages to cater to a wide range of needs is a great way of attracting talent across the ages. Different generations will usually prioritise some benefits over others. To ensure inclusivity, it is worth considering a flexible benefits package – or ‘cafeteria plans’ - where employees cherry-pick perks that suit their lifestyles, stage of life or personal preferences. Utilise diverse recruitment channels, employ various sourcing methods to reach candidates across different generations. Engage in community outreach and attend or sponsor events that attract a diverse age group. This direct engagement can help build relationships with potential candidates. If you can, use specialist recruitment firms who have established networks that will take the hard work out of your search. Think about your company branding, position yourself for success by showcasing your flexible work patterns, benefits and also share testimonials from employees of different age groups to show how committed you are to an inclusive workplace. Use neutral language and feature images that represent a diverse age range to signal an age-inclusive workplace. One of the most important factors to think about is in implementing bias-free hiring practices. Everything from how you design your job descriptions to who is on your hiring panel and how you screen is crucial to mitigate bias and ensure inclusivity. A good talent team or recruitment consultant will be able to offer you advise to ensure diverse candidate attraction and a successful hire. Break down the siloes to maximise team impact If you haven’t already started to challenge the siloes and encourage departmental and cross-functional collaboration, then what is stopping you? Here's why it works: Taps into Diverse Strengths When you bring different functions and age groups together, you combine institutional knowledge with fresh ideas, technical expertise with emotional intelligence. This leads to better decisions and more creative problem-solving. Builds Empathy and Reduces Generational Misunderstandings Cross-functional collaboration gives people a chance to see how others think and work. It breaks down generational assumptions and creates space for appreciation, not frustration. Speeds Up Learning and Adaptability Younger employees can learn the "why" behind decisions from more experienced peers, while older team members get up to speed on new tools, platforms, and ways of working. That mutual exchange builds a more agile and future-ready workforce. Improves Communication Across the Business Siloed teams often talk past each other. Cross-functional work helps everyone speak the same language and focus on shared outcomes, not isolated goals. Drives Innovation and Alignment When departments and generations collaborate, ideas don’t just stay in one lane - they get stress-tested, refined, and accelerated into action. This fuels innovation and aligns everyone behind the bigger picture. Key Strategies for Successful Management of Multigenerational team s A multigeneration team won’t magically come together in perfect harmony. You will need to create a culture for success. The good news is that the strategies for successful multigenerational team's mirror what is required to underpin organisational transformation in the age where digital, data and AI are driving the agenda. Embrace Diverse Communication Styles Adapt your methods - some prefer emails, others Slack, and some value face-to-face chats. Create an environment where people feel comfortable sharing their perspectives and actively listening. Focus on Shared Goals, Not Stereotypes Highlight team objectives and individual strengths instead of generational labels. Create space for SMART collaboration to activate actions and drive project success. Encourage a Culture of Learning Pair team members to learn from each other - tech skills, experience, industry knowledge, etc. Mutual mentoring promotes collaboration and help in understanding varying viewpoints, further strengthening the team bond. Flex Work Styles and Expectations Offer flexibility in how, when, and where work gets done to suit different life stages and preferences. Cultivate Psychological Safety Foster a culture where all voices are respected, and everyone feels safe to speak up. By encouraging dialogue that values individual contribution, teams can bridge generational gaps and leverage diverse experiences effectively. Leaving You with This… The modern workplace isn’t just evolving - it’s transforming. Embracing multigenerational teams isn’t about ticking a diversity box; it’s about unlocking a richer, smarter, more resilient way of working. Each generation brings something vital to the table. From curiosity to wisdom and boldness to balance, when we break down siloes, challenge assumptions, and foster real collaboration, we create something far greater than the sum of its parts. By cultivating an inclusive environment that values contributions from all generations, businesses can improve employee engagement, satisfaction, and retention. Ultimately this will drive long-term success, sustainability AND attract top talent from across all demographics. So, if you're looking to future-proof your organisation, start here: value the differences, encourage the dialogue, and build a culture where every generation thrives. The impact? A stronger, more human business that is built for today and ready for tomorrow.
