While conducting research for our secret platform, we stumbled across an amazing article by Mr. Colin Gibson, who is an Architecture & Data Management Consultant and EDM Council Regional Advocate, about the Relationship between Football Managers and Chief Data Officers over here.
(Note: This was the article that got me to join LinkedIn again after I shuttered all social media accounts as protest against Woksim. It is important to be anonymous and to stay anonymous in this #CancelCulture world)
In his article, Mr. Gibson outlines the similarities as follows:
Both have an average tenure of about 3 years
Both need to undertake a capability assessment of their team on Day One on the job
Both should have a set of resources to read from for on the job training.
While Mr. Gibson could not find a comprehensive “Handbook for Football Managers”, those in football management have their own favorite self help books. If you are West Ham’s David Moyes, you can get practical tips on managing Manchester United by reading ‘Good to Great”, especially after losing to Olympiakos in a Champions League qualifier. If you are a Chief Data Officer, you have probably a better resource in EDM Council’s Data Management Capability Assessment Model (DCAM) .
Both require support from the Board.
However, here is where things get interesting and I offer my perspective.
Football Managers know how to use the media to put pressure on the board to get new players and blame the team when they fail, a-hem Special One. On the other hand, the Board communicates their displeasure with the dreaded “vote of confidence.”
It will be really cool if a Chief Data Officer could use the same art of Machiavellian politics to get their latest new hardware toy, the best talent and bigger budgets.
Like if you are a Swiss bank who has already spent billions in your risk data aggregation system using Microsoft technologies , as the Chief Data Officer, you should still be able to go to the board and say with a straight face: I need £200 million for consultancy, £50 million for cloud, £100 million for bonuses , £80 million for software licenses, £ 5 million for comfy furniture, and to be absolutely insulated from Corporate espionage.
Communication, Communication, Communication
Football managers are required to do the obligatory post-match interview, with every noun, syllable and non-verbal cue analyzed and cross-analyzed by the Woke Press (a certain French footballer remarked 25 years ago that the situation bore a canny similarity to seagulls chasing fishing trawlers, with his observation itself spawning a cottage industry.).
However, in his article, Mr. Gibson mentioned “The Chief Data Officer is unlikely to be faced with crowds of people clamouring for comment and insight.”
Not true sir, and we will now come to our collection of what happens when Football Managers become Chief Data Officers in responding to a situation.