#230: From Walmart to ASB Bank: Achieving some of the largest data transformations in the world, with Bora Arslan

In the world of data analytics, there are few that have achieved as much as Bora Arslan, who joined us for this week’s podcast. Arslan has driven data transformation exercises across some of the largest organisations in the world. These organisations include Walmart and Ford in the US, and IAG here in Australia.

On the podcast, Arslan shares many insights from his time as a Chief Data Officer. From his strategies for getting organisational buy-in for transformation, to the ways in which he prefers to build and manage teams, Arslan provides us with a blueprint for how the modern data executive should look at the work that they do.

One of the key messages that Arslan shares is that data analytics executives need to get as close to the organisation as possible. If they report to the CIO and their team is nested within IT, they’ll be seen as a support function, rather than a strategic one. The closer the Chief Data Officer can get to other lines of business and the CEO, the better they can understand the needs of the business and develop strategic and transformative solutions in direct collaboration with the other key stakeholders. 

The challenge is that to be able to do this, the data team needs to learn how to speak the language of the other executives and lines of business. This has been one of the key reasons for Arslan’s ongoing success in his own roles. 

Tune in to hear more great insights from one of the real thought leaders in our space!

Thank you to our sponsor, Talent Insights Group! 

Connect with Bora: https://www.linkedin.com/in/bora-arslan/

Hear more from Bora and our awesome speaker faculty at Advancing AI Melbourne: https://www.datafuturology.com/advancing-ai-melbourne

Join our Slack Community: https://join.slack.com/t/datafuturologycircle/shared_invite/zt-z19cq4eq-ET6O49o2uySgvQWjM6a5ng

“If you bring clarity and simplicity, and if you really allow people to connect with what you're trying to do, the change is easier.”

—  Bora Arslan, Chief Data Analytics Leader

WHAT WE DISCUSSED

0:00  - Introduction

3:45 – Bora explains his background and what the last eight years in various executive roles has been like.

8:36 – How to define the role of a chief data officer in a large enterprise?

13:13 – What leaders can do to lead change management across the organisation and bring people on the transformation journey.

15:58 – How data analytics heads benefit from direct interaction with the CEO and executive team, rather than being a support function to the CIO.

18:46 – The most effective ways Chief Data Officers can influence C-level executives around them.

21:21 – On building teams: What are the most effective ways to structure data teams?

23:29 – The most effective ways to optimise project delivery, and the value of having a project management team within the organisation.

26:30 – Should the change management function sit within the data analytics team, or should it be more centralised within the business lines?

28:03 – A summary of the processes and methodologies key to driving successful analytical functions.

32:40 – Looking forward: The technologies to look forward to in the next year or two.

35:57 – Bora shares his career highlights to date.

EPISODE HIGHLIGHTS

• “One thing that I have observed with all the transformations I’ve been a part of is that usually, organisations neglect the cultural aspect of it. They want to uplift their technology stack and they're trying to improve their processes, methodologies, and so on. But all of that involves a cultural change as well.”

• “As the Chief Data Analytics Officer, I can do a lot of really cool stuff, such as data upgrades, advanced analytics and AI work. But I cannot accomplish anything for the bottom line on my own. I must work hand-in-hand with lots of other disciplines, including marketing operations, product, finance, IT, and so on.”

• “I have observed that every time I am closer to the operation, I am able to perform much better. If I am a part of an IT organisation, then data becomes a support function. There’s nothing wrong with that of course, but if I am working directly with the CEO then it becomes easier to identify the opportunity firsthand.”

• “Whatever the business challenges that the CEO, CMO, and so on are facing, you need to speak to that and use their language, not your language as an analytics expert. It’s not easy to do, but it’s essential.”

• “What's becoming popular recently is organisations having delivery/portfolio teams as well. They don't necessarily do the delivery themselves, but they provide oversight and make sure it stays on track. These are skills that are not always within the data analytics team, so it’s quite useful to have these groups as project managers.”

• “If you bring clarity and simplicity, and if you really allow people to connect with what you're trying to do, the change is easier.”

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