Most organizations are not short on data or technology. They are short on alignment. As data volumes grow and AI ambitions rise, the real challenge is keeping people, processes, and ownership in sync.

Vincent Brown, Regional Head of IT for the Americas at Fugro, a global geodata company, sees this gap play out in practice. In conversation with Michael Sutter, CEO of Enlivened Tech, he explains why transformation efforts fail when organizations skip foundational steps. The result, he says, is a “Swiss cheese model” of partial alignment, where gaps in awareness lead to inconsistent adoption and missed outcomes.

Fugro collects and analyzes data from land and marine environments to support infrastructure and environmental decisions. Drawing on his experience in change and data management, Brown outlines how leaders can close these gaps by building awareness early, clarifying data ownership across business stakeholders, and reinforcing accountability as initiatives scale.

He also reflects on the evolving role of IT as a strategic business enabler, the growing urgency of strong data foundations in an AI-driven world, and the leadership mindset required to navigate constant change, grounded in empathy, clarity, and a willingness to step into the unknown.

Edited Excerpts:

Q: You hold certifications in both change management and data management. How should leaders think about aligning people, process, and technology to deliver real outcomes?

There is no shortage of initiatives in organizations today. What I’ve learned through change management, especially through the ADKAR framework, is the importance of completing each phase before moving to the next.

It starts with awareness. If people don’t understand the change, you cannot expect them to develop the desire to support it. When organizations move forward without fully addressing awareness, they create gaps. I call it a “Swiss cheese model” where only part of the organization is aligned.

That misalignment often leads to failure. But when each phase is properly addressed, and leaders are willing to revisit gaps before moving forward, the organization is much better positioned for successful transformation.

Q: Can you share an example from your experience?

One example is building a data management program focused on data ownership. One of the biggest challenges is ensuring clarity around who owns the data.

IT teams manage platforms, enable automation, and ensure systems run efficiently, but they typically do not own the data itself. Decisions about data value, lifecycle, and retention must come from business owners.

That means strengthening relationships with those stakeholders and helping them understand their responsibilities. Once that clarity is established, workflows become more effective because everyone understands their role.

It all goes back to awareness and helping people understand why data management matters and how it connects to business outcomes.

Q: Do you think organizations have historically struggled with understanding data ownership?

It has been a learning journey for everyone, and it still is. The challenge continues to grow because the volume, variety, and velocity of data have increased dramatically.

The amount of data generated in the past decade exceeds anything we’ve seen before, largely due to connected systems. So the challenge isn’t decreasing; it’s multiplying. That is why data management remains a continuous effort.

Q: What advice would you give emerging leaders preparing for a data- and AI-driven future?

Don’t be afraid of the challenge. I’ve always believed in being willing to step into something new, even if you don’t get it right the first time. You learn a great deal through the process.

Leaders should view challenges as opportunities and approach them strategically. You already understand your business; that’s why you’re in a leadership role. The next step is to apply that understanding to new challenges in ways that create value for your team and organization while setting up future success.

Q: How do you see the role of IT and data leaders evolving in the coming years?

IT leaders will become much more a part of the business. That’s where we want to be as strategic business enablers, not just a support function that keeps systems running. It’s about marrying technology with business processes to create true service enablement and change.

We’re also seeing companies understand the importance of having a proper data management organization. As data continues to grow and integrate with technology, you need the right roles, such as data stewards and architects, to ensure quality and proper management.

You only get out what you put in. If your data foundation is not in place, everything built on top of it suffers.

A lot of companies are going back and rethinking their foundation. If you want to leverage technologies like AI, you need to implement them in a way that sets you up for success from the start.

Q: If there’s one leadership principle you believe is critical today, what would it be?

Lead with empathy.

People can feel when you’re real. If you’re leading others, empathy is critical. They need to know that you care and that you understand what they’re going through.

We’re in a time of uncertainty and change. Decisions have to be made, but leading through tough times is also a skillset. It’s one of the things that defines you as a leader.

CDO Magazine appreciates Vincent Brown for sharing his insights with the global community.