Deloitte’s fourth annual Chief Data Officer (CDO) report reveals key insights into CDO roles, priorities, and influence to understand how they are driving the value of data and navigating AI and emerging tech in big businesses.

The 2025 iteration of the report, based on insights from CDOs across nine countries, represented – according to Deloitte – all major industry groups across financial services, government & public sector and corporates.

The report defines the chief data officer as a pivotal strategic leader responsible for driving value from an organisation’s data assets in support of overall organisational success.

So what does that involve? A central element of the role involves harnessing the full potential of organisational data through a combination of strong business acumen and an in-depth understanding of strategic objectives, enabling CDOs to translate data capabilities into measurable business outcomes.

It’s a role that very much moves with the times, with the 2025 edition of the report reinforcing that premise, offering a view of how the role is evolving across industries.

Deloitte notes that there remains no single pathway to becoming a ‘successful’ CDO, it’s a complex position when you consider the differing roles data plays within individual organisations.

While some CDOs are focused on exploring next-generation technologies and staying ahead of the curve, others are prioritising the creation of strong underlying data foundations to ensure organisations can use data effectively and responsibly.

Now that we’ve sorted the housekeeping, let’s see what the data reveals

CDO priorities, budgets, and leadership

Looking ahead to the next 12 months, data governance has emerged as the top priority for CDOs, cited by 51% of respondents.

However, Deloitte’s findings highlight a divergence in priorities depending on organisational maturity – respondents from organisations with higher perceived data maturity are prioritising AI and genAI, with 67% identifying it as a key focus, alongside the development of data products at 56%.

In contrast, those from organisations with lower perceived maturity are placing greater emphasis on data governance at 63% and data strategy at 41%.

The demand for data-related expertise continues to rise, with 54% of CDOs reporting an increase in the size of their teams over the past year. This trend shows little sign of slowing, as 63% anticipate further team growth over the next 12 months.

When it comes to funding, the survey reveals variation in how CDO budgets have changed over the last year, with the largest proportion stating that their budgets have remained the same. Despite this, 56% of respondents indicated that overall data spend across their organisations has increased.

The survey also sheds light on the influence of the CDO within the wider leadership structure. While 87% of CDOs report directly into the C-suite, more than half, at 54%, believe they are currently less influential than other C-suite stakeholders.

Despite this perception, many expect their influence to grow, with respondents anticipating a shift towards greater parity or increased influence over the next five years.

In terms of outcomes, the report points to tangible business impact driven by CDO-led initiatives. Around 64% of respondents reported a direct improvement in the effectiveness of data initiatives in supporting the use of AI and analytics over the past 12 months.

However, challenges remain.

Competing organisational priorities were cited by 47% of CDOs as a barrier to fully realising the value of data, while 48% identified budget and resource constraints as key obstacles to driving AI adoption.

Recommended reading

• Report: The Data Crisis Behind Business AI Failures
• Poor Data Governance Holding Back AI Adoption
• 95% of UK and US Firms Struggle With Data Issues, New Report Finds

Commenting on the findings, Andy Whitton, data, privacy and analytics partner at Deloitte and author of the report, said: “What stands out in this year’s findings is the nuanced approach CDOs are taking to their priorities, tailored to their specific industry needs. For example, AI and GenAI are top of the agenda for 66% of financial services CDOs, whereas corporates are homing in on data products, and the public sector is rightly prioritising data governance.

“Crucially, those CDOs championing AI and GenAI are anticipating significantly faster benefits, particularly in productivity, highlighting the immediate impact these technologies can deliver.

“While over half of CDOs currently feel less influential than other C-suite leaders, there’s a powerful shift on the horizon. A remarkable 90% of CDOs expect to be equally or more influential within five years. This optimism isn’t unfounded as we’re seeing significant investment, with just over half (54%) of data teams growing last year and more anticipating further expansion next year.

“Organisations are clearly doubling down on data, rapidly increasing their data maturity and literacy to gain crucial competitive advantage. This is positioning the CDO role as a pivotal and increasingly influential force across the C-suite, helping to drive sustained growth.”