信息和數(shù)據(jù)有什么區(qū)別？在閱讀一些講述首席數(shù)據(jù)官崛起的文章時(shí)，我的腦子似乎有點(diǎn)轉(zhuǎn)不過(guò)彎了。首席數(shù)據(jù)官（Chief Data Officer）顯然跟首席信息官（Chief Information Officer）是兩個(gè)完全不同的崗位，但我們大多數(shù)人恐怕都認(rèn)為二者是可以相互替代的。

不開(kāi)玩笑了。福雷斯特研究公司發(fā)布的這篇文章反映出，在過(guò)去12個(gè)月里，一個(gè)具有獨(dú)特職能的首席數(shù)據(jù)官職位正在快速崛起。

在福雷斯特公司定期調(diào)查的約3000家公司中，已有45%的公司任命專(zhuān)人負(fù)責(zé)公司數(shù)據(jù)戰(zhàn)略，另有16%的公司計(jì)劃在一年內(nèi)指定專(zhuān)人負(fù)責(zé)這項(xiàng)工作。越是那些業(yè)績(jī)突出的企業(yè)，比如年收入增長(zhǎng)率在10%以上的企業(yè)，越傾向于設(shè)置這個(gè)職位。

在不同企業(yè)，首席數(shù)據(jù)官的職責(zé)差別很大，這主要取決于雇主的需求。比如，有些企業(yè)的首席數(shù)據(jù)官主要負(fù)責(zé)數(shù)據(jù)管理與合規(guī)工作，以及更好地對(duì)數(shù)據(jù)進(jìn)行組織，使其更緊密地結(jié)合到現(xiàn)有業(yè)務(wù)流程中。還有些企業(yè)的首席數(shù)據(jù)官主要負(fù)責(zé)預(yù)測(cè)分析與見(jiàn)解，特別是著重分析那些有助于使企業(yè)更加以客戶(hù)為導(dǎo)向的數(shù)據(jù)。

更令人摸不著頭腦的是，有些企業(yè)還任命了所謂“首席數(shù)字官”（Chief Digital Officer），它的縮寫(xiě)“CDO”也和首席數(shù)據(jù)官完全相同。乍一看來(lái)，首席數(shù)字官們關(guān)注的事情與首席數(shù)據(jù)官很不一樣，比如，他們會(huì)關(guān)注紙質(zhì)業(yè)務(wù)流程自動(dòng)化之類(lèi)。但歸根結(jié)底，二者的目的是一致的，即通過(guò)數(shù)據(jù)的使用使企業(yè)變得更加智能，再以更加智能的方式繼續(xù)收集數(shù)據(jù)。

至于具體選擇哪項(xiàng)技術(shù)來(lái)達(dá)到目的，這個(gè)權(quán)力則保留在首席信息官手里。福雷斯特公司的分析師詹妮弗?伯利森特表示：“擁有一個(gè)首席數(shù)據(jù)官并不是成功的先決條件，但在這樣一個(gè)數(shù)據(jù)化的世界里，競(jìng)爭(zhēng)對(duì)手都在從數(shù)據(jù)中收集具有可行性的見(jiàn)解，如果你沒(méi)有這種能力，那么你最好重新思考一下，自己該怎樣實(shí)現(xiàn)業(yè)務(wù)目標(biāo)，以保障企業(yè)的生存。首席數(shù)據(jù)官則從數(shù)據(jù)的角度，為企業(yè)打了一針強(qiáng)心劑。”

目前，首席數(shù)據(jù)官們既要向首席信息官報(bào)告工作，同時(shí)也要向首席執(zhí)行官報(bào)告工作。這也強(qiáng)調(diào)了該職位的一個(gè)重要職責(zé)：讓業(yè)務(wù)主管和信息技術(shù)主管掌握同樣的信息。福雷斯特公司在《業(yè)績(jī)最出色的企業(yè)紛紛任命首席數(shù)據(jù)官》一文中指出：“最成功的首席數(shù)據(jù)官，可能是憑借自己在工作中總結(jié)的最佳操作，為自己掙得了這樣一個(gè)職位，然后又把它帶到了另一家企業(yè)?！?/p>

不過(guò)，在很多著名的所謂“數(shù)據(jù)原生代”企業(yè)的管理團(tuán)隊(duì)中，你是不會(huì)發(fā)現(xiàn)首席數(shù)據(jù)官這類(lèi)職位的。比如，優(yōu)步和Netflix就沒(méi)有這樣的職務(wù)。這是因?yàn)樽詮倪@些公司成立的第一天起，數(shù)據(jù)的重要性就一直居于公司戰(zhàn)略的核心。（財(cái)富中文網(wǎng)）

譯者：樸成奎

審校：任文科

What’s the difference between information and data? I found myself puzzling over this brain bender while reading new Forrester Research about the rise of the Chief Data Officer. This is, apparently, an altogether different corporate species than the Chief Information Officer even though most of us those descriptors interchangeably.

Kidding aside, Forrester’s window in the mindsets of technology decision makers illustrate the fast rise of a separate and distinct CDO role over the past 12 months.

Fully 45% of the roughly 3,000 companies it polls regularly have assigned someone to oversee data strategy, while another 16% plan to do so within another year. “Top performers” boasting revenue growth of more than 10% were even more likely to include this role on their organizational charts.

The CDO’s job description varies dramatically, depending on the employer. For some companies, it’s about governance and compliance, about better organizing data so access is more tightly embedded into existing business processes. Others focus on the power of predictive analytics and insights, especially ones that help them become more customer-obsessed.

Just to further confuse matters, some companies appoint Chief Digital Officers, a title that winds up wanting the same acronym. On the face of it, digital strategists are focused on very different things than data gurus, such as automating paper-dependent business process. But both have the same central concern: making a company smarter by using the data it already has—and continues to collect—in smarter ways.

The mandate for choosing the specific technology to pull this off usually remains with the CIO. “Having a CDO isn’t a prerequisite to success, but in a data-driven world, where competitors glean actionable insights from their data, if you don’t have the ability to do that you better think twice about how you plan to achieve your goals and eventually survive,” notes Forrester analyst Jennifer Belissent. “The CDO role galvanizes an organization around the promise of data.

Right now, CDOs are equally as likely to report to the CEO as they are to the CIO. That underscores one of the more important aspects of this job: helping line-of-business executives and information technology get (and stay) on the same page. “The most successful CDO potentially works themselves out of a job by establishing a best practice and transferring it to another organization,” Forrester notes in its analysis,“Top Performers Appoint Chief Data Officers.”(Subscription required.)

By the way, you won’t find a CDO on the management teams of many highly visible “digital natives” Neither Uber nor Netflix has one. But that’s because data has been central their strategy since Day One.