How does the CIO move forward steadily in the big data age?

So far, it's hard to say what the "C" O is doing with the big data business. For CIOs, if they want to take on this responsibility, they first need to shift their focus from technology to http://www.aliyun.com/zixun/aggregation/13686.html "> Business innovation."

Many companies face the same dilemma: "Who should be the leader in data and analysis in the enterprise?" "The answers are varied and the CIO is just one candidate.

Although "I" in the CIO represents "information," many companies actually interpret it as "infrastructure," so they don't really let the CIO manage the enterprise's information strategy business.

We recently surveyed 86 senior executives from 53 companies, of whom only 31% said the CIO should be the main head of the Big Data program, and 58% of those polled thought it should be managed by other executives, such as CFOs, COO or CMO. In addition, 48% of companies say they have or have plans to hire a chief data officer to deal specifically with such jobs.

Where do you put the CIO?

The outlook is uncertain.

The good news is that big data is still an open area--that corporate data management has not been stabilized in a particular position--so wise CIOs still have a chance to turn it around. Companies are working to develop their own data and analysis strategies and debate whether the program should be driven by business or technology.

Wall Street and credit card agencies, for example, have been advocating the creation of the position of Chief data Officer as the frontier for data and analysis matters. For now, though, while CDOs do have a conservative stance to meet regulatory requirements, they lack the leadership they need and the foresight to develop corporate data and analysis strategies. These companies are struggling to find the answer – who can move forward with a positive attitude to the corporate information strategy? The gap will remain in place for a short time.

Many executives believe that CIOs are too obsessed with technology to provide visionary positive guidance for corporate data. To refute this objection, CIOs must demonstrate that they can make this work truly a driving force for business development from the standpoint and perspective of the business.

The real answer may lie in "product innovation", which in our survey is seen as a good opportunity to use big data solutions to create business value – and a big area where companies are not yet sure who is responsible. In communication, a few CIOs have begun to explore their own enterprise information accumulation, hoping to find new ways of packaging data, thereby introducing new products and services, and ultimately create business opportunities. In the face of this demand, CIOs do have the opportunity to develop and reshape their management roles.

To truly manage enterprise data and analysis as an asset, we face many challenges. While companies have been trying to build data warehouses and repositories for years, executives have found that most of these efforts are ultimately failing.

Today, the number, type and production speed of data are multiplying. Companies and executives who can't keep up with the times are beginning to lose patience. Senior leadership believes that data is a shared asset that can bring unique value returns to the business as long as it is successfully exploited. They believe companies should not cut spending, and have been trying to find powerful new schemes to run corporate data.

Step into the core or be squeezed to the edge

So how should CIOs move steadily in the age of big data? If you can shift your focus from technology to business returns, CIOs will have a significant competitive advantage in mastering big data leadership. It is the primary goal of large data management to illustrate the enterprise's vision for data and analysis, demonstrating how to use data and analysis as an enterprise asset that is sufficient to change the business form.

CIOs must redouble their efforts in this area, or they are likely to face a passive situation that is squeezed to the edge because of the gradual changes in management.