Breaking News: El papel del CAO-Chief Analitycs Officer Ft Manuel Alberto Valadéz

El papel del Chief Analytics Officer parece ser más común. Pero ¿cómo saber si están colaborando de manera estratégica dentro de las organizaciones? Aquí te lo vamos a decir.

Episode Transcript

(00:00):
In an increasingly complex world in anorganizational way. Roles like CHIF Analytics Officer
are becoming more common every day,but what is the relevance of being a
cao and how to know if yourcompany requires one or requires being more strategic.
In this breaking news, our guestis Manuel Valadez Costomer A Pisory de

(00:23):
Saz México, and he will tellyou. The current role of the CHIF
Analyticals Officer seems to be more common, but how to know if they are
strategically collaborating within organizations, what arethe alternatives to properly directing data- based
business strategies. I' m ManuelValadez and I' m gonna tell you.

(00:44):
The role of Chief Analytics Officer cor has gained prominence in the digital
age, where data has become oneof the most valuable assets for companies.
This position continues to grow at anannual rate of between ten and twenty percent,
both inside and outside the United States. In a world of new executive
positions, from the Chip Digital Officerto the Chiff Springs Officer, it might

(01:04):
seem like we' re just addingcomplexity to corporate hierarchies with a proliferation of
titles. Perhaps there is some truthto this phenomenon of inflation of work titles.
However, the relevance of this rolegoes beyond nomenclature, directly affecting the
strategic and competitive capacity of organizations.Let' s remember something very important.

(01:25):
In today' s world. Data- based decision- making is no longer
becoming a competitive advantage, but aprerequisite for the survival of businesses. The
Chiefanalic Sofficer emerges as a key piecein this data- based decision- making.
A critical bridge between information technology andbusiness objectives. Their role is not
limited to monitoring data collection and analysis. It also includes the integration of analytical

(01:49):
insights into corporate strategy, ensuring thatdata is the axis on which business decisions
revolve. This strategic integration makes ChiefanalticSoficer a key player in defining routes to
growth, innovation and operational efficiency.This role should work closely with the rest
of the Levers, because anaeltics isnot an end in itself. It is

(02:10):
made to allow decision- making indifferent areas, from marketing to operations.
The synergy that the Chiefanaltic Sofficer mustform with the rest of Sylevers is crucial
to aligning all of the company's objectives with the correct use of analytics.
Now, how to know if mycompany needs its own Chifanaltic Soficer.
Many medium- sized companies and somenot so medium- sized companies are just

(02:35):
trying to navigate the complexity and effortsinvolved in forming their own analytics teams and
putting them to answer questions so thatnow we come to tell them that they
require a more silevel and above all, a more silevel salary on payroll to
really put the analytics to work.This is why it is understood that all
of this suddenly seems like a processof inflation of work titles, where people,
composed of booming names, create moretitles to accommodate in the market a

(02:58):
growing number of colleagues with vis Thereality is that the decision to incorporate a
shifanatic officer into the structure of acompany depends on several factors and should not
be taken lightly, especially in medium- sized enterprises, where resources can be
more limited. Let' s seesome criteria and considerations to finish, if
your company needs its own schiefanalistic officernumber one, complexity and volume of data,

(03:22):
if your company handles large volumes ofdata, and these are crucial for
strategic decision- making it could beindicative that you need this role, which
can help ensure that data is usedeffectively to boost growth and renewal. Number
two. Maturity of analytics in thecompany. If you are already investing in
analytics and it is already giving results, but you feel that efforts are at

(03:46):
times dispersed or not fully aligned withthe goals of the organization, this role
could provide the necessary direction and question. Three data- based strategies for companies
whose competitive strategy is synonymously dependent ondata analysis, for example, by customizing
customer experience, optimizing the supply chainor product innovation, Having a leader dedicated

(04:08):
to analytics can be crucial and four, which is the most important, the
return on investment. Consider whether investingin a chief analytical officer position will generate
a positive return. This includes notonly the direct benefits of better data-
based decisions, but also the abilityto attract high- calibre analytical talent and

(04:30):
improve organizational culture towards a more data- oriented one. Now, for companies
that have decided to continue without thiskind of role, there are also alternatives
to strategically integrate analytics without necessarily addingother level strategy one existing roles with new
responsibilities, consider expanding the responsibilities ofyour current executives to include monitoring analytical initiatives

(04:53):
two have an analytical director or datascience, a role that is not so
level, but that focuses on buildingand leading analytical teams, reporting perhaps to
a chiffy interfaces officer or to thechiefinantial officer. It may be sufficient for
companies at early stages of their datatravel, three external consulting or advisory services.

(05:17):
For smaller companies that are not readyto engage with this kind of full
- time roles, working with externalconsultants or consultants can provide the necessary experience
in a much more flexible way.Having said all this, it is important
to emphasize that, as a companygrows within its niche market, the data
are going to play an increasingly relevantrole and with this the role of analytics

(05:40):
is becoming more and more a fundamentalpart to allow for further expansion, which
will eventually lead to the need toincorporate various levels, including, of course,
the Chief Analytic Sofficer. The careerand growth in the analytical maturity of
the organization towards this role involved afascinating journey through the use and adoption within
the organization of statistical techniques, datascience and a solid understanding of the business.

(06:05):
Looking ahead, the role of theChifanalistic Sofficer is destined to evolve further
as advances in artificial intelligence and machinelearning open new boundaries in data analysis.
The ability to anticipate trends, customizecustomer experiences and optimize operations will be enhanced
by emerging technologies. Placing this roleat the heart of digital transformation, the

(06:29):
next wave of innovation will increasingly dependon the ability not only to collect and
analyze data, but also to generatepredictive and prescriptive insigencies that guide real-
time decision- making. This wasthe five- minute digital decision breaking news

(06:51):
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