Martin

Author's details

Name: Martin Rennhackkamp
Date registered: September 23, 2011
URL: http://www.martinsights.com

Biography

I have been consulting on data warehouse and business intelligence projects as BI team lead, solution architect, business analyst, data modeller, and various other roles since 1990. As my employer is a product-independent service provider, this has been done on a wide variety of technologies, mostly in telecommunications, insurance, retail and banking industries. I have presented papers at many conferences and user groups, amongst others SAS Forum (Geneva), Mimer conference (London), DB User Groups (Nice and Sydney) and CA World and Software Development conferences (USA). I was a contributing editor to DBMS Magazine for three years and have written feature articles for numerous international IT journals. I hold a M.Sc degree (cum laude) on distributed databases, and have attended various Ralph Kimball and TDWI workshops and courses. In March 2011 we relocated from Cape Town, South Africa to Melbourne, Australia.

Latest posts

  1. Data should be in the driver seat – here’s how — December 6, 2018
  2. Securing an executive chair for the CDO — November 15, 2018
  3. Why the CDO should be at the leadership table — October 18, 2018
  4. The value of metadata to AI — September 24, 2018
  5. Smart, AI and Data walk into the room…what happens next? — August 27, 2018

Most commented posts

  1. Agile Data Warehousing — 2 comments
  2. Sentiment Analysis — 2 comments
  3. Data Scientist – Job Spec — 2 comments
  4. Big Data Warehousing & Business Intelligence Summit — 2 comments
  5. Measuring Real-Time BI — 2 comments

Author's posts listings

Data should be in the driver seat – here’s how

While talk around digital transformation has been ‘hot on the heels’ for some time now, I often find myself wondering how much of this talk within business is centred around data, and not just technology. Data transformation goes hand in hand with the move to digital and while by default data will become a key …

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Securing an executive chair for the CDO

My previous blog post clearly established that the Chief Data Officer (CDO) should be sitting at the leadership table of any business wanting to truly capitalise on their data assets. But getting this right is no easy task and you are likely wondering how CIOs can make a case for the CDO role – especially …

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Smart, AI and Data walk into the room…what happens next?

I must say, as I continue to see the world abuzz by AI, the more I am not only drawn to the topic but also tend to come across various views and opinions around businesses not yet truly benefitting from AI – and with that – the industry perception around the AI ‘pipe dream’.

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Does prescriptive analytics deserve more attention?

Leveraging data to gain worthwhile insights is fast becoming a natural practice for businesses, as they contend to remain competitively viable in a market where the only constant seems to be change. Data is an asset and those not investing in it are likely to be missing out.

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At the core of successful AI lies quality data

Globally, the world is abuzz around Artificial Intelligence (AI). At the very core of AI lies data – and data of course is what really drives me.

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Is there a right or wrong time to hire a CDO?

Having used my past two blog articles to address what a Chief Data Officer (CDO) should be and the value a CDO should offer an organisation, you may now very well be wondering if it is worth your while to hire a CDO.

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The value of the CDO

Chief Data Officer (or CDO) is a term that cropped up during the early 2000s, and two things became apparent to me. First was that many organisations found themselves caught in the ‘hype’ of having a CDO and second, that far too many organisations appointed a CDO without a clearly defined data analytics strategy.

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What a Chief Data Officer should be – part I

In an age where the role of a Chief Data Officer (CDO) and Chief Information Officer (CIO) are used interchangeably, it is easy to get them confused. In my personal experience in the Business Intelligence (BI) space, I have learnt to ‘accept’ the confusion. Though, I say ‘accept’ here lightly, because the hype and confusion …

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