As governments move from isolated modernization efforts toward connected, citizen-centric services, the challenge is to make data sharing work across deeply complex environments. While technology platforms and formal agreements provide the infrastructure, the harder work often lies in aligning agencies, building trust, establishing governance without creating friction, and helping stakeholders see shared value beyond departmental boundaries.

In this third and final part of a three-part interview series, Karthik Yajurvedi, Chief Data Officer for the Commonwealth of Massachusetts, continues the conversation with Adita Karkera of Deloitte, on what it actually takes to operationalize data sharing across government.

The discussion explores the cultural and organizational realities behind collaboration, along with the challenge of balancing governance and innovation across government agencies. It also examines the growing importance of context-driven data quality in the age of AI and why modern CDOs must increasingly operate as strategic business leaders.

In the first part of the series, Yajurvedi discussed how the Massachusetts CDO function was structured within the state government. Part 2 examined how Massachusetts is enabling secure data sharing through modern platforms and formal agreements, and what that looks like in practice across agencies.

The first challenge: Getting programs out of silos

When Karkera asks about the unique hurdles behind data sharing, whether cultural, technical, or organizational, Yajurvedi starts with the biggest barrier: silos. He is careful not to paint this as reluctance or resistance. In his view, the issue is often less about refusal and more about articulation, clarifying shared value and purpose so that agencies can see why collaboration matters.

He anchors that shared purpose in who the government ultimately serves: “The end customer is the citizen.”

Compliance, ethics, and equity as real constraints

Alongside silos, Yajurvedi points to concerns that are not theoretical, especially in government contexts where data sharing can introduce risks if it is not handled carefully.

“Compliance, ethics, and equity are genuine concerns.”

He notes that when data moves across programs, it can reveal “pieces of data,” and that may sit in tension with the original intent of a program. In this framing, progress requires building trust not just in the technology but also in the protections and principles that shape access and use.

Governance, but not as a “compliance function”

Karkera notes that Massachusetts is enabling secure data sharing without moving data and that scaling it requires strong governance. Yajurvedi agrees with the importance of governance but draws a line around how governance is positioned.

He maintains that governance is important to bring everybody to a consistent standard and is extremely essential to data sharing. But he is explicit that Massachusetts is trying to avoid turning governance into something that slows progress.

“Governance could be construed as a compliance function, and that’s not the road we are taking here. We want to be an enabler of data and not a bottleneck.”

Instead, he mentions a model that keeps the core standards and guardrails centralized while still preserving flexibility and innovation at the secretariat and agency level.

“We have adopted a federated and adaptable data strategy where a subset of standards, policies, best practices, guardrails, and guidelines are coming from the central office. But we want the secretariats and the agencies to innovate and be flexible.”

The operating posture, he says, is collaborative, meeting agencies where they are, co-creating, and enabling self-enforcement rather than imposing control from afar.

Advice for aspiring CDOs: Think strategically, learn the business

Yajurvedi also signals a shift where leaders need to internalize as AI becomes more embedded in analytics and decision workflows: data quality cannot be treated as a single universal standard detached from purpose. “Data quality is very context-based. It’s based on the use case, and we all should understand that.”

As the interview closes, Yajurvedi advises aspiring CDOs to prioritize strategic thinking, noting that the role constantly evolves and requires leaders to anticipate change, manage risk, and align diverse stakeholders.

He emphasizes the breadth of the role: “We are talking about the entire universe of stakeholders within the organization, and data is everywhere.”

Returning to a theme emphasized throughout the series, Yajurvedi stresses the importance of understanding the business and connecting data initiatives to real operational challenges.

“What are the business problems that they are having that need to be solved? And how can data solve those problems?”

He also highlights the need to treat data as a strategic asset and use storytelling to translate insights into value.

Finally, Yajurvedi makes clear that the CDO role extends far beyond technology: “It’s truly an organizational crosscutting function.”

CDO magazine appreciates Karthik Yajurvedi for sharing his insights with our global community.