Chief Data Officers (CDOs) are increasingly stepping into the role of strategists, building the foundations for data-driven decision-making and AI scalability. According to the Deloitte “Chief Data Officer Survey 2025”, this shift is becoming clearly visible in corporate priorities and resources: 73% of respondents are investing in data management technologies and data governance, while 54% reported an increase in team size over the past 12 months.
However, even with rising investments, the pace of change is being slowed by competing corporate priorities—47% of leaders believe these conflicts limit their ability to fully leverage data’s potential.
The evolution of the CDO role
The Deloitte report, based on the fourth edition of an annual study conducted across nine markets (including Poland), illustrates how the CDO role is evolving under pressure to demonstrate tangible business value. The publication explores budget shifts, team organizational structures, and the CDO’s role in implementing AI and Generative AI (GenAI).
The findings show that organizations are still focusing on the basics. In the last 12 months, 51% cited data governance as a top priority, driven by the expanding use of AI. 73% are prioritizing data management technologies. 70% are developing AI strategies and the technology itself. 66% are investing in niche skills within the data domain. 85% are focusing on developing data products and self-service capabilities.
Expanding competencies and resource growth
“Regardless of their declared maturity level, companies are consistently developing and funding competencies related to data architecture, governance, and data science,” says Krzysztof Wnuk, Director and Data Strategy, Governance & Architecture Practice Lead at Deloitte. “Ordering data and management rules is a prerequisite for using AI at scale and guaranteeing the reliability of results.”
The study highlights a clear increase in spending. Over 40% of CDOs reported an increase in their specific data management budgets. 56% reported an increase in total organizational spending on data, suggesting that governance investments often extend beyond the CDO’s direct budget.
This financial growth is reflected in human resources as well. 54% of CDOs grew their teams last year, and 63% expect further hiring in the next 12 months. On average, CDOs in global organizations now oversee central data teams of 76 people with 9 direct reports. Despite this, 48% of respondents still identify budget constraints and resource availability as significant barriers to broader AI implementation.
Measuring success: from technical to business KPIs
Over 60% of CDOs claim that AI and analytics initiatives have delivered concrete business benefits in the last year. The two most visible results are process improvement and enhanced regulatory compliance.
As investments grow, so does the need to measure their impact. Krzysztof Wnuk notes a significant shift in how success is defined. He says that in the Polish market efforts were long focused on foundations such as architecture and standards, but today these are becoming standard. Now the emphasis is on measurable effects—how data contributes to revenue growth and innovation. KPIs are moving from technical metrics toward business ones, such as operational efficiency, sales growth, and customer satisfaction.
The rise of influence
The organizational standing of data leaders is also shifting. Today, 42% of CDOs report to the CIO (up from 23% in 2024), and CEO-level recognition of the CDO function has surged from 49% to 86% in just one year. While half of CDOs currently feel they have less influence than other C-suite members, 46% predict that within five years they will be among the most influential leaders in the executive ranks.
About the report
The Chief Data Officer Survey 2025 is based on responses from 81 leaders across 9 countries, including the Netherlands, Ireland, the UK, Germany, and Poland. It covers sectors ranging from financial services and telecommunications to healthcare and retail.
