Zakir Hussain, Americas Data leader at EY, speaks with Camille Prado, Global Editor, CDO Magazine, in a video interview about embedding data governance in organizational strategy and metrics to measure its success, EY’s approach to upskilling the workforce, the importance of integrating internal knowledge for better automation, strategic partnerships, and fostering a data-driven culture that supports AI integration.

Embedding governance into strategy: Measuring impact and breaking down silos

Hussain begins by stating that measuring the impact of data governance initiatives is critical for organizations. While ensuring the right and intended impact of data governance is paramount, it is equally crucial that data and AI initiatives drive intended value, he adds.

Speaking of the metrics to measure the initiatives, Hussain mentions quality improvements, compliance, user adoption, and anything that can be tracked as part of data governance. Doubling down on leveraging technologies and strategies, he says that for mid to large-sized organizations, there must be a combination of both.

“Governance has to be prioritized as part of the overall strategy,” says Hussain. He elaborates that for data modernization efforts, establishing an organizational model is a must along with data owners.

“They have to take the responsibility and ownership of data quality, metrics, quality policy enforcement, etc., and finally you have to combine that with the right tools,” says Hussain. From a data cataloging tool to a master data management tool, a security or a collaboration tool, all work in tandem with the governance framework, he adds.

Therefore, Hussain notes, “Combining the robust technologies along with the strategic initiatives is the right way to effectively set up the governance and measure the success of any data-related initiatives.”

When asked how organizations utilize these to break down data silos, he maintains that breaking down silos boils down to stakeholder engagement and communication. Hussain suggests having stakeholder engagement from the beginning.

According to him, any data initiative is not solely a technical or IT-driven initiative; rather, business leaders play just as important a role from the onset. The real value is visible with the two functions combined.

Driving AI transformation across the enterprise

Hussain, speaking on behalf of a 400,000-strong workforce at EY, emphasizes the firm’s sweeping and deeply integrated approach to AI. At the heart of EY’s transformation, he explains, is the belief that every single employee must be equipped to support clients in navigating the AI-driven future across every industry and sector.

EY has made significant investments in upskilling its workforce, says Hussain, starting with leadership. The firm has rolled out executive education initiatives, including dedicated bootcamps tailored for leadership development.

In addition, EY has delivered thousands of AI masterclasses across the organization. A centralized AI marketplace, known as EY.ai, serves as a hub for knowledge and resources. But this commitment to AI readiness extends beyond the top echelons, says Hussain. EY has also mandated skill-building across the entire organization. He shares, “We started from the top, but then also we went all the way through the organization to every employee.”

One major initiative, AI Skills for Consulting, has been introduced as a mandatory training program to instill AI fluency and enhance applied capabilities, says Hussain. The focus areas include AI fluency and mindset, applied AI skills, and integrating AI into client delivery models. The goal is to maximize value not just for clients, but for EY itself.

Rethinking data: From transactional to tacit knowledge

Moving forward, Hussain speaks of a paradigm shift in how data is viewed within EY. “We’re thinking about data in a more holistic and expanded way. We see our knowledge as one of the very critical parts of it,” he adds.

Additionally, Hussain warns that many companies remain overly focused on historical transaction data while neglecting internal knowledge. He remarks, “If you also focus on the internal knowledge, which is like tacit knowledge, that includes expertise, corporate know-how of the training processes — those have to be pulled in.”

According to Hussain, by integrating tacit knowledge into digital agents, EY enhances automation’s ability to transform work. As a concrete example, he shares a case study from third-party risk management, where a task that took 45 hours earlier has now been reduced to 16 hours with GenAI.

Delving further, Hussain states, “We take a persona-based approach, whether it’s AI engineering or data engineering.”

Strategic partnerships and fostering data-driven culture supporting AI integration

When it comes to partnerships, EY casts a wide net, collaborating with academic institutions, responsible AI providers, and model developers, including promising startups.

Hussain mentions events such as EY’s Innovation Realized Global Summit and the Network for Entrepreneurs of the Year (a part of the EY Entrepreneur of the Year program) that serve as forums to drive innovation.

Wrapping up, Hussain highlights how organizations can foster a data-driven culture that supports AI integration. Reiterating the EY.ai framework, he says that it was initially developed within the firm but now has been replicated for clients.

“Giving or putting AI in the hands of every single person in the company helps people see what it’s capable of,” affirms Hussain. This hands-on exposure, when paired with continuous learning, helps employees grow more comfortable with AI at the enterprise level.

In conclusion, Hussain states that organizations must assess each function and business process and begin formulating a clear strategy, roadmap, and implementation plan for how AI will be integrated throughout the entire business process.

CDO Magazine appreciates Zakir Hussain for sharing his insights with our global community.

Business-aligned Data Strategies Enable Informed Decisions — EY Americas Data Leader