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Agreed with Robin that the data team has to be the glue between the business and the data technology. Data Strategy indeed has to follow the business strategy!
I also see an additional axis about the "what", perpendicular to yours (which is more about the "how"). Namely, what to do with all this AI richness? - Process optimization: how do we keep doing what we are doing today, but way faster, more precise, etc. thanks to chatGPT, co-pilot, simple integrations with GPT3, etc? - Feature enhancement: how do we extend our product with features that looked out of reach 3 months ago but that now are very reachable? That is, how do we stay in our business, but better? - Business redefinition: how do we evolve our business such that it remains relevant in a landscape with pervasive gen AI? Is our business robust to foreseeable breakthroughs? You don't want your offered service to be like the "written homework assignments", which became obsolete from one day to the next. This is, how do we shape/evolve/pivot our business such that we stay in the market? However, one question that arises is whether it is data or business leaders who should be held accountable (specially as we get to the last point). And if it's the latter, what can they do without the former?
