This is the advantage of the mode of Dominican Republic WhatsApp Number List chosen: no participant will be able to say “Okay, learned nothing that I did not already know …”. Below is the result of the participants’ vote with regard to the results of the survey: there are, as you will see, some discrepancies (and besides, we have the names. But as we are nice, we will not throw them in the pasture to the crowd …) Highlight of our survey: the missions prioritized by our CDOs are “practical”, with support for new uses and the creation of a Data expertise center. The more diffuse, less operational missions (data governance, evangelization around data) come next.

Proof of a certain pragmatism and application of the principle of effectuation. At least in the intentions (see next point). The issue of Challenges (difficulties experienced by CDOs in their daily lives) took our participants back even more clearly: expecting that the challenges are aligned with the missions (it is the core of the mission that should present the most difficulties), they voted overwhelmingly for the identification of uses… which finally only came in 4th position. The paradox is only apparent, and can probably be explained by a gap between the intention (the missions of the CDO) and the weak mobilization (which constitutes the essential challenges of the CDO).

Some missions where we weren’t expecting

We must keep in mind the youth of the CDO function, in business environments that are still not very mature on the subject, far behind – and this is normal – the pure players of Data. In addition, users / businesses are not all made up of digital natives , and first and foremost ask Data to help them do better and faster what is their daily need: customer segmentation, analysis of production data, reporting … In response to these expressed needs, the CDO must naturally respond as best as possible to demonstrate the Data value and engage the teams in more innovative subjects, which also fall within a longer time frame.


The service offering may seem relatively “classic”, leading some participants to say that “CDOs are hardly innovative”. In addition, few really industrialized subjects at this stage. While users feel that all criteria are important to them , in reality, their tendency to be globally satisfied with the service or not is not or only slightly impacted by (correlated with) certain criteria (upward speed, time to repair in in the event of an outage, the downward flow, etc.) What customers say about the importance of service criteria does not optimally reflect what they express indirectly (by analysis of the covariance between overall satisfaction and satisfaction on each sub-criterion)

A fairly clear gap Challenges / Missions

Some bad tongues would qualify the Comex as schizophrenic, prioritizing missions while slowing down their completion or not mobilizing the conditions for success. We won’t go that far, dear Décideurs and Comex clients, we know you are well above all suspicion … The same phenomenon is observed in survey data from Arlington County, Virginia relating to the satisfaction of citizens with the services offered by the public authority . However, we do not observe white noise in the declared importance of the criteria (this can be explained by the way in which the question was asked: respondents did not have to rate the importance of each criterion but choose their 4 most important criteria. important among 15):

But after all, between calculated importance and declared importance, which is more relevant? In other words, – between what the customer tells us, and what we find by calculation – who is right? To find an answer to this question, I propose to analyze the performance of the two models by determining which model is best able to predict the overall satisfaction of each customer from their satisfaction on the sub-criteria. SPOIL: The exercise of comparing the performance of the two models shows us that it is a priori more relevant not to listen to your client and to reconstruct what is important for him by calculation .

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