Introduction to the CDO Playbook
As their role evolves and data becomes increasingly important to government missions, CDOs may need new tools and resources to succeed
In 2018, Deloitte introduced the first version of the CDO Playbook in Government. In 2023, CDO Playbook 2.0 was published to address the significant transition in the government’s relationship with data and the evolving expectations of the chief data officer role over the span of those five years. This updated playbook builds on those earlier editions, reflecting how the role continues to evolve as data and artificial intelligence become more central to government missions.
An expanded role of the CDO
The increasing focus on data and AI in government is further evolving the CDO role. There is a call for increased optimization across federal agencies to improve outcomes for the American people. The opportunities to deploy AI capabilities to streamline tasks and accelerate progress are expanding, but their success depends on high-quality data. According to the 2024 Federal CDO survey, 90% of federal CDOs report that AI and advanced analytics are now top priorities for their agencies, reflecting a significant increase from previous years.1 This release of the playbook addresses the latest insights into the CDO role as high-quality data becomes paramount to mission impact.
Data enables AI systems to learn, adapt, and perform tasks accurately. It plays a vital role in everything from informing public services to training AI models. As the need for high-quality and sufficient data in government missions continues to grow, the role of CDOs is undergoing a similar shift. With 43% of CDOs from the 2024 Federal CDO survey citing a lack of AI guidance as a top challenge,2 adaptability is more critical than ever.
This updated playbook intends to provide CDOs with a living guide to help them drive change across their organizations in real time. It can equip data leaders with strategic approaches to the continuously changing priorities and challenges that CDOs face every day. Given that 66% of CDOs identify budgetary and financial constraints to advancing AI organizationally, practical guidance and real-time resources are essential for success.3 Equally important, many CDOs are navigating the complexities of workforce development and skills training, as reflected in the increasing emphasis on data ethics frameworks and talent toolkits.
The presence and role of CDOs in government have expanded significantly since the C-suite position was mandated in 2018 (figure 1). The federal government has implemented the Foundations of Evidence-Based Policymaking Act and Federal Data Strategy, which not only required federal agencies to designate a CDO but also to regularize the accessibility, quality, and usefulness of federal data. During this period, the Federal CDO Council was created to establish leading practices for data usage, which has provided resources for government CDOs, including a data ethics framework, a COVID-19 guide, and a data skills training program toolkit.4
The number of CDOs, as well as their responsibilities in government, has grown. Many government organizations have also tasked CDOs with AI and other mission-focused analytics.
Chief data officers have a central role in advancing innovative solutions within organizations. In 2024, one-third of CDOs reported that preparing data for innovative technologies was a top three mission priority, and 13% of CDOs reported holding the role of AI Official.5 Furthermore, where CDOs don’t hold AI responsibilities, they are working closely with recently appointed chief AI officers to develop and administer strategies for AI implementation.
As data becomes more critical to missions, many CDOs may find themselves working increasingly with mission leaders to help make the entire organization more data-driven. At Deloitte, we have felt this shift as well, prompting us to create our own Office of the CDO for our government practice and integrate AI into the office’s conversations.
Breaking through barriers: The realities facing CDOs
In today’s data-rich world, CDO challenges tend to revolve around technical and organizational barriers that can stand in the way of achieving data-driven mission success.
With the growing importance of data-driven decision-making, CDOs are encountering significant hurdles as they define and carry out their responsibilities. Despite the promise of the role, three core challenges are hindering their ability to drive data-centric change across organizations:
- Ambiguous roles and expectations: Only 26% of federal CDOs report that their roles within their organizations are “very” or “completely” clear, reflecting the continuing challenge of defining CDO responsibilities and aligning them with leadership expectations.6
- Cultural and leadership resistance: Deep-rooted organizational cultures and limited support from leadership often stand in the way of data initiatives. In fact, 36% of federal CDOs identify these factors as obstacles to using data to support agency missions.7
- Insufficient resources: Funding and staffing remain persistent pain points, with 44% of federal CDOs indicating they lack the necessary resources to achieve their missions.8
Given these challenges, CDOs could be feeling the pressure. While many CDO roles in government are new, in most private organizations, CDOs have among the shortest tenures of any C-suite executive. The average CDO lasts roughly two and a half years in their role in private industry,9 compared to an average C-suite tenure of almost five years.10 This could make it critical to provide CDOs with the clarity, resources, and tools they need to be successful.
The CDO Playbook: Tackling the CDO’s expanding portfolio; a new vision and destination
Based on conversations with CDOs from government, public services, and private industry, this playbook aims to shed light on opportunities, as well as the evolving expectations and responsibilities of the government CDO role.
It is structured around four strategic points in the CDO’s journey and covers various functions that they likely need to manage while addressing the data needs of their organizations. The specific approach CDOs take can depend on an organization’s data maturity level, organizational structure, and the specific mission they are working toward. However, an understanding of these functions can help CDOs strategize better to harness the power of data:
- Section 1: CDOs organize a strategic vision to instigate transformational change. This section includes articles on standing up data offices, executing a data strategy, securing appropriate funding, and establishing data governance.
- Section 2: CDOs function as planners to align strategies and set future state priorities. This section includes articles on establishing and implementing initiatives for defensive and offensive priorities.
- Section 3: CDOs partner across the organization to design for the journey ahead. This section includes articles focused on establishing data-sharing and partnerships.
- Section 4: CDOs drive the organization forward through efficient services and solutions. This section includes articles that demonstrate how to enable data culture and build data products, as well as a new article on the CDO’s role in implementing AI.
While this playbook is designed for government CDOs, professionals in many industries will gain insights that could help make their organizations more data-driven and AI-ready. We encourage you to revisit this living and ever-evolving resource at any point in your data journey and hope that you find this playbook engaging and informative.
BY
Adita Karkera
The author would like to thank Kanika Sarma, Alexandra Maddox, Ashley Hall, Ayrton Miles, Courtney Johnson, Joe Mariani, and the entire GPS Office of the CDO team for their assistance in drafting and editing the article.
Editorial (including production): Rupesh Bhat, Kavita Majumdar, Pubali Dey, and Anu Augustine
Design: Jaime Austin and Govindh Raj
Cover image by: Jim Slatton
Knowledge services: Vanapalli Viswa Teja
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