The data organisation refers both to the ‘data-centric’ company (or institution), and to the measures it adopts to become data-centric, i.e. to put data fully at the service of its strategy and decision-making processes.

Data is a corporate asset, and there are a number of prerequisites for its proper use and, more importantly, its leverage. Data quality obviously comes to mind first, but it is only one factor in establishing Trust in data. A good knowledge of the data, its meaning, its lineage, its location, the terms of its use and its security, as well as a common vocabulary between the parties involved (non-comprehensive list) are all essential factors in this trust.

This generally involves formalising and implementing principles and responsibilities (the data governance), raising awareness and raising a data culture and tools to all staff, and orchestrating operations and a change management process (the data strategy) in support of the corporate strategy.

It's a job I'm passionate about because, previously as Chief Data Officer and now as an advisor to decision-makers, it involves building bridges between the IT function and the various business lines and support functions (particularly compliance), which has been the common thread running through my 25+-year career.

The company's business and its proper management, enterprise architecture, data architecture, IT Department processes and methods (quality foundation), cybersecurity, supervision of data quality, data protection (in particular RGPD) and other regulatory issues (e.g. Basel 3, Solvency II) are all themes that make up my day-to-day work.