The CDO role has been rapidly evolving over the past few years – from governance leader to data science and AI expert to digital transformation guru. And, with this change, has come a shift from a back-office focus to a focus on achieving measurable results required by the C-suite.
When evaluating your approach to analytics and BI, a common comparison is Qlik vs. Tableau. Consistently, when we have that conversation, there are some sharp distinctions that come to the fore in terms of capabilities, vision and cost.
The world has gone remote. For those that can, working from home has become the new normal thanks to Covid-19. The gradual shift underway over the past number of years has accelerated, and most organizations have adapted. This mass pivot has been enabled largely by technology, specifically the move to SaaS and cloud, which allow employees to working productively from almost anywhere.
There seems to be universal acceptance that effective use of data can help maximize bottom line value. However, many businesses still aren’t successfully leveraging data to its full extent due to people, processes and technology roadblocks. Thankfully, there is a unifying approach to unlocking the immense opportunity for enterprises to more effectively leverage data to create new products, services and business models.
The FORTUNE 500 list by FORTUNE is one of those venerable institutions of the business world. Since 1955, FORTUNE has been portraying the shape of the U.S. economy through its annual top 500 companies.
The heat of summer and the smell of fresh-cut grass triggers many memories. I feel a sense of yearning from those memories, particularly as I know, during normal times, the college football season has begun. It’s been many years – too many to mention here – since I last played. The sense of anticipation persists, as it is this time of year the team would gather for camp.
