Chief Analytics Officer Job Description

The Role of the Chief Analytic Officer in a Data Science and Analytics Company

The chief analytic officer is in charge of the collection of data and the creation of analytic models. The CAO works with the CIO to create the infrastructure for analyzing data. The creation of data warehouses, formula data governance and management frameworks, and reporting and visualization tools are all possible things that the CAO may be responsible for.

A chief analytics officer is a powerful signal to the entire organization. Chris was at the consulting giant for almost two decades before becoming the first chief analytic officer in the company. The chief data officer is seen as interchangeable with the chief analytic officer.

The roles of the chief data and analytics officer and the chief data and analytics officer are the same according to the research firm. The chief data officer has a technology role, while the chief analytics officer has a business role. Chief data officers may not have a data science background.

Analytical Talent at BCBSMA

There are different skills required in order to put a team together. The pool of talent at BCBSMA is already in-house because there are so many people working on the project. Skillsing, re-skilling, and upskilling talent is an essential part of their strategy.

Talent and geography helped. Boston is a good place to find data science and analytic talent. Statistics, economics, or even liberal arts can be areas of talent.

BCBS of Massachusetts works with strategic partners to create strong teams. The analytical professionals that use data to transform businesses are called the new breed. What do you think about this?

The CAO Role in Data Analytics

The CAO role is being created because of the growing importance of data. Business are also producing and accumulating more data as they use technology to improve their business. The main purpose of the CAO is to lead an organization that is able to glean value from the data, treat it as an asset and elevate it to a strategic level.

There are no general qualifications for CAOs since the role of the chief analytics officer is not yet mainstream. There is no universal education path for advanced degrees in statistics, economics, engineering, computer science or mathematics. Jesse Harriott is the Chief Analytics Officer at Constant Contact.

There is no career path for the CAO. Many were analysts, but some were also involved in engineering roles. The CAO is tasked with using data to fulfill business intelligence initiatives, improve operational effectiveness and generate revenue.

The CIOs of the University Medical Center

Oscar Marroquin has a lot of things to do. He is the chief healthcare data and analytics officer at the University of Pittsburgh Medical Center and he is tasked with providing oversight and direction for the entire data and analytics area of his organization. The need for centralized oversight has been realized by enterprises.

CIOs don't have a model where they balance IT responsibilities with data demands anymore. Chief data officers and chief analytic officers have been used to relieve the burden on CIOs. It is important that organizations make the right call when it comes to hiring and keeping employees.

Marroquin's role is to act as a facilitator and a mediator when working with clinical partners. Having a unified position has helped ensure that the right questions are being asked and that the needs of the organization are being supported. Andrew White said the CIO has too many responsibilities.

CIOs are unable to devote the amount of time required to handle each task. One of the problems that making the CIO responsible for an organization's data and analytics strategy presented was that he was responsible for it. Either the CIOs were overwhelmed with the amount of data or the organization had a good handle on data governance and privacy but realized they weren't getting as much value out of their datas they wanted.

Both problems ended in the same way. The management setup of the organizations didn't allow for enough time to be spent on data and analytic activities. The CIO could not leave the maintenance and handling of data to the CIO.