Organizations across industries are grappling with culture, sponsorship, and buy-in challenges that hinder their ability to become truly data-driven. Chief Data Officers (or their variations — Chief Analytics Officer, Chief AI Officer, etc.) face a unique dilemma: They are hired to transform organizations through data, yet their first task is often to justify their existence to the very leadership that brought them in.

Data leaders are expected to influence change across organizations without authority or meaningful support from departmental heads. These leaders frequently lack the fluency to articulate what success looks like, leaving data leaders to sell ideas uphill while navigating resistance.

This dynamic exposes more profound flaws in how organizations approach data transformation — and raises the question: Should the Chief Data Officer actually be the CEO?

The challenges of a marginalized role

1. Unrealistic expectations lead to high turnover: CDOs have an average tenure of 3-4 years — far shorter than other C-suite roles like CFOs or CEOs. Why? Success in data leadership roles is often defined by ambiguous, unrealistic goals.

Data leaders face obstacles such as:

• Driving cultural change in organizations resistant to new ways of working.
• Bridging gaps in fluency and understanding of how data supports strategy.
• Managing inflated expectations fueled by the hype of emerging technologies versus organizational readiness.

By the time CDOs can lay the groundwork for change, the clock runs out, and the cycle repeats.

2. Inability to scale and mature data practices: Too often, data leaders prioritize “quick wins” with willing partners, sidelining high-value opportunities that require broader organizational buy-in. This creates a fragmented approach where:

• Data initiatives are ad hoc and opportunistic rather than strategic.
• Successes are isolated, leaving other teams to repeat mistakes instead of learning from shared experiences.

Without broad alignment, organizations fail to embed data-driven thinking into their DNA, perpetuating silos and inefficiency.

3. Disconnected from business value: Data leaders are tasked with producing insights, dashboards, and reports — but often with minimal connection to the organization’s strategic objectives. When data is treated as a back-office function rather than a core asset, its transformative potential is squandered.

4. Neglecting workforce data fluency: For organizations to become data-driven, employees at every level must understand how to use data appropriately. Yet, few companies prioritize building this fluency, leaving the workforce ill-equipped to make informed decisions or maximize the value of data investments.

The C-suite competency gap

As organizations rely more heavily on data for competitive advantage, regulatory compliance, and risk management, the traditional competencies of C-suite leaders are no longer sufficient. Executive teams that lack data fluency risk:

• Missed competitive opportunities by failing to leverage data effectively.
• Regulatory penalties for poor data governance.
• Reputational damage from data misuse or breaches.

Transformational leadership in the modern era requires a data-first mindset—but how many CEOs or CFOs truly understand data as a strategic asset?

An inflection point: Should data leaders run the show?

Given the centrality of data to organizational success, it’s time to rethink leadership models. Should the CDO report to the CEO — or should they be the CEO?

A Chief Data Executive at the helm could:

• Align data initiatives directly with business strategy.
• Champion a data-driven culture from the top down.
• Ensure that data governance, literacy, and innovation are prioritized at every level.

This is not just a provocative idea; it may be the necessary evolution for companies that want to thrive in a data-centric world. Organizations that fail to adapt will find themselves at a competitive disadvantage, facing regulatory scrutiny, operational inefficiencies, and missed opportunities.

The call to action

To unlock the full potential of data, the C-suite must change. It’s no longer enough to treat data leadership as a support function or silo it within a single department. Whether by empowering CDOs or redefining executive roles entirely, organizations must elevate data to the center of their strategy — or risk being left behind.

So, what’s your take: Should the Chief Data Officer be the next Chief Executive?

About the Author:

Dr. Christina Sandema-Sombe is a distinguished data leader, change agent, and speaker with experiences from Nike, Deloitte, and CARE International. She also serves as Co-Founder and Chief Data, Analytics and AI Officer at Datum Cafe LLC, a self-publishing and consulting company dedicated to building stronger data-driven organizations. She is also the owner of The Data Mart Store, a minority-owned, woman-owned, and emerging small business-certified data-focused merchandise shop.