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Overview

Executives make data-driven decisions every day, yet they rarely have the vocabulary to ask their technical team the right question about that data: whether to approve the budget for a data warehouse, whether a number on a board slide can be trusted, or who should be made accountable for a particular body of information. This book closes exactly that gap — it presents data management as a full business function that company leadership owns, not something delegated entirely to the IT department.

The book's approach draws on the systematized practices and recommendations of DAMA International, the international professional association, translated into the language of management decisions, risk, and budget — without technical jargon and without descending into code or specific platforms. Each chapter gives an executive not just an understanding of the topic but a concrete toolkit: checklists to run through before a budget decision, questions to put to a team before launching an initiative, and criteria for telling a well-founded investment from an expensive indulgence.

What the Book Covers

The book is organized into 3 parts and 13 chapters.

Part I. Data Management as a Business Function (Chapters 1–3) — why data is a business asset rather than a technical expense, which ethical boundaries deserve attention, and how Data Governance, the coordinating structure that aligns the rest of the function, actually works.

Part II. Technology Infrastructure Through an Executive's Eyes (Chapters 4–9) — data architecture, security, storage and integration, reference and master data, data quality, data warehousing and business intelligence: the vocabulary and the checklist of questions needed to talk with a technical team without descending into implementation.

Part III. Data as a Competitive Advantage (Chapters 10–13) — big data and data science, assessing an organization's data management maturity, organizational structure and roles, and the change management without which no technology investment ever really takes hold.

Who This Book Is For

CEOs, COOs, CFOs, CROs/CCOs, business-unit and product leaders, current and aspiring chief data officers, and HR and transformation leaders. No technical background is required — the book deliberately stays at the management level rather than technical implementation, which is the subject of a separate, companion book written for data architects and engineers.

What Sets This Book Apart

Executive language without diluting the substance. Every chapter gives a leader the vocabulary needed to talk with a technical team — concrete questions, evaluation criteria, checklists — rather than a retelling of technical documentation or a vendor's marketing promises.
Consistent terminology throughout. All thirteen chapters are built on a single, shared set of concepts, and the book closes with a glossary that consolidates them: each term, defined once, is then used consistently, without drifting between chapters.
Practical tools in every chapter. Prerequisite checklists ahead of a budget decision, a list of questions to put to a team before launching an initiative, tables of investment-evaluation criteria — a leader comes away not just understanding the topic but holding a tool ready to use the very next day.

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