| |JULY 20238CIOReviewIN MY OPINIONEXECUTING THE DATA STRATEGY IN A PRODUCT-ORIENTED ORGANIZATIONBy Laércio Queiroz, Global Data & Analytics Director, AB InBevY ou are the Chief Data Officer of a successful business and have been assigned a mission to define and execute an effective data strategy. You have taken some time assessing where the organization is at in its overall business strategy, its drivers, main objectives, constraints, and reservations. Then you focus on the data side of things and start to shape a data strategy that will help your organization achieve its goals with data. Most contemporary businesses are project-oriented, so once the data strategy is defined you move ahead on setting up a plan with a programmatic view of data projects required to deliver it. Usually, those projects will create new or improve the maturity of existing data management capabilities. They will target strengths, opportunities, weaknesses, and threats identified in your data strategy. The projects are executed according to the plan, your teams (and the business) are happy with their results and they eventually come to a closure, freeing up resources for the next big initiatives. This short novel can be seen as a successful journey, and it is indeed, but then reality comes to hit us. No matter how well you execute your data projects, as soon as you close them, there will be a new business or IT requirements surfacing and they can reduce the effectiveness of your data strategy quickly. One may argue that the project deliverables are Laércio Queiroz
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