>>live from Las Vegas. It's the Cube covering. Inform Attica, World 2018 Not you. Buy in for Monica. >>I am Peter Burroughs Wellcome. Back to Day two. Coverage on a cube of in from Attica, World 2018. We're broadcasting from the Venetian here in beautiful Las Vegas. Certainly a lot of excitement. A lot of the buzz just heard the general session empty. Probably 1000 people in the room looking at various moods. Excited to be here this morning. We're being joined by my co host. Jim Kabila's Jim is lead analyst to Wicked Bond. Silicon Angle. Looking at a lot of the data and data practice issues on our first guest is want Te'o One is a principle of data management on architecture at Deloitte one. Welcome to the Cube. >>Great. Thank you, guys. Thank you guys for having me. >>So let's kick it off. What's do you do with Deloitte? What's interesting? What a customer is talking about? >>Yeah. No, absolutely. I mean, I think you know, we are absolutely at the what I would call inflection point around the importance of data. And so my role at the Lloyd is to lead our data management and architecture practice, which essentially deals with everything from data strategy today to execution and how we enable all their transformational initiatives right to truly take advantage of the power that data has to unlock. You know, better business processes to unlock better insights, right to take better action, right? I mean everything that we've been historically talking about, right? In terms of what can organizations do around their data asset? My job is to ensure that we are leading guiding, driving and developing these solutions for our clients. >>So here's a simple question. Just kind of kick it off and see where it goes way. Think that data is becoming more important? You think the day is coming on or important? Are you finding yourself still talking to people that are data administrators or you finding yourselves being pulled into higher level conversations within the business? Talk about data asset, date ass, information, data, asset returns. How is that changing? >>I would say it's evolving, right? I mean, if I and so I have the privilege of running or practice nationally, right? So I have the approach of looking at all of the various industries and sectors right. And so I think, you know, if you take the financial service is life science, healthcare industries, right where there's a lot more regulatory demand on data ensuring that you know what it is, where it's coming from. It's got the right data standards and qualities. I would say they they've gotten it long ago, right? And they've put in place data management organizations. We hear the chief data officer, right? I would say those industries and sectors are a lot more prominent on DSO the conversations absolutely at the executive level, right? There is an executive owner that's responsible for ensuring that the data is correct. >>Tell us about changing data landscape one. Why do enterprises need to change their data strategy and architecture? What do you What do you hear from clients telling them? >>Yeah, I think it's quite simple, right? It is so absolutely enable their business strategy right. You can no longer enable your business strategy without without the data dimension, right? I mean, for many, many years we've talked about, you know, people process technology, right? Well, now there's 1/4 dimension, right? People process technology and data on dhe. That's how we like to think about it. Is that important? Right? You need that executive, and I'll use two words very, very distinctly, right. You don't need an executive data sponsor. You need an executive data owner. Right? And that's the transformation, right? In the evolution that we're seeing in the market and that we're actually advocating for right to truly unlocked that business strategy, that business outcome that they're looking >>for. So let's talk about if we're gonna do that, then we need tools to do it. Yeah, absolutely. So we're talking about data we're talking about data owners we're talking about practice is to actually create generate value out of data. That's not something we're going to manually, right? Talk about some of the tools generally that your clients are starting to apply to improve their productivity of doing these things. >>Yeah. I mean, I would say there's a sort of standard spectrum of data management tools ride from, you know, the database to master data management to quality to meta data management. Right. So each of these technical capabilities and tools right provide the capabilities required to manage that sort of data supply chain right? There is infinite sources of data and there's infinite sources of demand, right? And it is the responsibility of, you know, the data management organization, too, to manage that supply chain. And obviously you need tools and you need technology to sort of support that entire life cycle. >>What is the one thing that you tell clients that need to do with their data in order to stay competitive? Is there one imperative thing that they all need to do with their data just to stay in the thick of whatever it is they do in their industry? >>Yes. So the one thing I always advise our clients is all data is not created equal, right? So fine and identify the data that truly Dr Value for your organization. Because that's been, I would say, one of the biggest challenges in this space, right is everyone's drowning in data, right? And so to bring all these capabilities for your entire, you know, sort of landscape in your organization, it's massive, right? It's just too big, right? So ty value and outcomes to the data that matters, right? So I'll give an example, right? So in retail, right, I mean their values around knowing their customers and the products that they So to those customers, right? So let's start double clicking underneath that and figuring out and ensuring that that data right has all the rights standards is up to quality so it can meet those business strategies, right? Don't go after everything, Right, map business outcome and value to the data that supports that. >>What's the role of the chief data officer and the other C level executives in driving that sort of transformation? Yeah. How is their role changing? >>So I would say the chief date officer role is again evolving and still maturing. Not everyone has it, but I do see them as the when the next executive sea level rose. That will truly be a catalyst for change and innovation. Right where, you know, I think we traditionally think about the CTO or the C I o. Or the chief strategy officer, right? Sort of back to the now four dimensions. It's no longer three their ability to understand the business strategy, understand where their data is to support that and bring new, innovative ways to enable that, right? So it's absolutely critical. >>So what we think ultimately on justice on you is that a chief is a is an executive that's responsible for demonstrating that they're generating, return and share older capital. Exactly. Chief data officer. Therefore, be the individual that's demonstrating that they're generating return on the company state assets. When you take an asset approach, you could think about portfolio. But think about portfolio now. You're discriminating, which values most valuable. Which date is less valuable. If you agree, that suggest that there is a new class of tool that has to be bought in around this notion of port folio catalogs, minute master data management and give us a sense of that kind of new tool kit that's gonna be at the core of not just managing data inside an application like a D B. M s right, but something that's actually managing data assets, >>right? Yeah, I think it's It's the entire ecosystem of how we bring it together and how we prove we create. What I would say is, products and service is around data right so back to this construct of your managing the data supply chain, right? And so the responsibility of the CDO and how you measure and manage that too, you know, outcomes. Right and shareholder value is I've just created a product around this data, and we talked a lot about data monetization. Andi. I would say It's from a outside in perspective. Am I selling my data? Am I making money? Right? Well, and of course, that's one angle. But I would say there's also the inside out view where your monetizing to create value back to your organization, Right? So increase, you know, customer cells, right? Reduced turn right. All those things matter. And so time data products to those business outcomes. I think how you get to, you know, the return on investment shareholder value as it relates to this role in the products and service is that it's creating. >>All right, we're out of time. I want a oh, principal date architecture er and management management architecture. Sorry at Deloitte. Thank you very much for being on the Cube. >>Thank you. >>All right, so we'll be right back with another event or another segment from in Dramatic World 2018 here in Las Vegas.