 Live from the campus of MIT in Cambridge, Massachusetts, it's theCUBE, covering the MIT Chief Data Officer and the Information Quality Symposium. Welcome back, this is theCUBE. We're wrapping up our first day of coverage here at the MIT Chief Data Officer and Information Quality Symposium. It's been a busy day. It's been a day of variety. We've had two CDOs on our program today and also a CIO talking about the roles and responsibilities. We have had some technology talk about Hadoop and data lakes. We've talked a lot about the value of information, understanding what value data quality has to an organization, also just value data in general. We've talked actually very little about technology. Really, our first technology topic wasn't until almost the end of the day. We've talked mostly about how data fits strategically within a framework for an organization to give it competitive advantage and how organizational thinking is evolving toward giving data the same kind of value that we attach to machines and even to people. With me is my colleagues, Stu Miniman, a Wikibon analyst and Wikibon analyst, George Gilbert on the big data side. You both were out and about in some sessions today doing interviews here on theCUBE. What were the top takeaways you came away with, Stu? Yeah, Paul, so I want to reiterate what you talked about is a lot of this, it was business processes kind of mandate from the business side of things, not so much the technology itself. And we heard over and over again, technology's too complex. We've talked for decades about silos. There's a great line from, I think it was Peter Wayne from Continuum said that, maybe we might not get rid of the silos, but if we can get above the water level, we won't, it will submerge them or anything like that. Couple of CDOs, I love the Department of Transportation CDO talking about really the government open mandate. So some really interesting discussions here about the value of data moving forward, not just bits that sit somewhere and nice maturation about how technology is helping to help businesses with their digital transformation. Great. George, what did you take away? So if I had to distill it down, I would say we're in this sort of historical point where we're pivoting from era of software to an era of data. And there's just one great anecdote that sums it up. The founding director of the MIT Media Lab, Nick Negrabonte, once said he had to send his laptop through the airport screening machine and they asked him, is this worth more than $3,000? And he looked and he was like, it's worth 3 million if you look at all the information I've got on it. And sort of that, you know, it's a great example of separating the value of the data or information sort of from the underlying infrastructure. But if you take this to a much more tactical and mundane level, the CDO today, the chief data officer, is very much like the CIO 20 years ago. And then it had to do with software. The CIO had these incredible demands for applications and modifications that are coming in from the end user community. And so essentially they got to use Microsoft Office and that was how they were sort of turned into a self-service population. Now this chief data officer has tons of requests on, I need different cuts of data. And so they're being satisfied with a data lake that has guardrails. The guardrails are really immature, but basically what they do is they make sure that whatever the end user does to the data, it does it within the context of what's permitted in terms of security, in terms of transformation. And that's how you balance the competing interests. Because you can't, the CDO on its own can't satisfy all the demand and the sort of end users on their own can't sort of provision all the data and keep it correct. I think it's an important point. We heard several of our guests today talk about data ownership and the importance of investing data ownership in the organization. And as we swell to, I think IDC predicts by 2022 or so, we're going to be generating 44 exabytes of data. It's just unbelievable amounts of data every year. You can't possibly get your arms around that. You've got to make everyone a self-service telephone operator as the AT&T, a precursor showed. But getting people to take control of quality of data is a different thing. I mean, it's hard to maintain data quality. Is this a transition, do you think there's going to be a transition that's fraught with difficulty and perhaps even resistance on the user side? Yeah, I mean, we've been talking about, getting proper metadata, how do we make sure we don't just have, we know we have data everywhere, but data just way too many copies all over the place. We heard a couple of companies here that are trying to help solve that problem. But it's holistically, it sounds like, as we've seen forever, all these new technologies tend to be added in. So they don't need to, we've got so much technical debt out there that I haven't heard anything that's really solving the holistic problems. But the good news is, we're focusing on some of the business challenges in giving some of the tools in place, as George said, to allow things to be a little bit more self-service so that I can have access to the data I need. And hopefully if I can have time, I can take advantage of that information. But as we heard from a number of companies, it was interesting, the government side, are you worried about the security? And they said, nope, we make everything open and nobody has time to look at what crap they've got in their data swamp today. So if you throw more stuff in there, they're probably not going to look too much into it. So it's, as Dave Vellante always says sometimes, you put everything out there and kill me with that problem that we're going to ask, it asks too many questions. Now we worry too much in advance about releasing information when in fact vast majority of the time it doesn't make any difference. Your take on the user ownership issue, George? You know, following up on what Stu said, if you look at the guys who are trying to answer IT's problem or the chief data officer's problem, they speak an entirely different language. I mean, they could be pygmies for all we're concerned relative to the guys who are using Tableau and Altrax and Paxata, the ones that are trying to work with the data. And I don't think we're going to find someone who bridges both sides anytime soon. So I guess the idea is we're going to have to put lanes on the highway and you're going to have to stay in your lanes. The most compelling sort of all-encompassing vision that I've heard so far, although it wasn't here today, was terror data who of all people represented sort of central IT. And their idea was, look, we used to have this curated data garden called the Data Warehouse and we put it all in there in this very rigid format and if you didn't like it, you know, tough. Now they use the data lake to say just pour in what were silos of data and then iteratively add the structure to it and we'll make sure that it doesn't get lost or corrupted or anything like that. Yeah, this seems to make a lot of sense just quickly because we're almost at our time here. One thing that didn't get a lot of discussion today was the role of the CDO. In fact, that whole issue of the CDO versus the CIO was kind of shoved to the side and certainly our panelists here from Blackstone Smith-Klein indicated that it's not an issue whether these two roles are at odds with each other. In fact, is that a non-issue? Should we not be worrying about where organization the CDO fits in the organization? Yeah, I mean, I love the line from GSK when I asked him about, are you the innovation owner in something that the CIO just really kind of runs the old legacy stuff? He's like, that's a great headline for a magazine but it's really not the truth. We're a big organization. We don't talk every day. We've all got kind of our roles and responsibilities there, but in a big company it's not an issue. We've got a few more CDOs on the program tomorrow. I think, Paul, you've talked about, as these roles mature, we kind of understand how they fit in the organization a little bit better. How many decades ago was it, well, hey, is the CIO going to be a role that sticks around? Exactly, well, we're still seeing. You know, CDO, it's kind of finding its place in the organization, where it sits with the CISO, where it sits with the CIO, who reports to. It's going to vary a little bit and I liked what I heard with the Institute for Chief Data Officers that they're going to help get a little bit of, you know, definition and, you know, put the definition out there in a job description that like 100 CDOs are going to help craft and they're going to start to have more training and, you know, it's not a one-size-fits-all but we are seeing some good maturity here. That, we are out of time. That's going to have to be a wrap. Come back tomorrow. We've got Tom Davin toward tomorrow morning. Keynoter at the event, great speaker. I think you're going to find him a very provocative guest. We've got three CDOs on the agenda for tomorrow and our usual assortment of surprise guests. I think you'll find a lot to build upon the foundation that was laid today. So that's a wrap for theCUBE from the CDO IQ conference at MIT in Cambridge, Massachusetts. Paul Gillan saying, so long for myself, my partner Stu Miniman and George Gilbert. We'll see you tomorrow.