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Peter Aiken

Data Management Thought Leader & Speaker; Founder of Data Blueprint

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Peter Aiken Biography

Peter Aiken is acknowledged to be a top data management (DM) authority.

As a practicing data consultant, author and researcher, he has been actively performing and studying DM for more than 30 years.

His expertise has been sought by some of the world’s most important organizations and his achievements have been recognized internationally. He has held leadership positions and consulted with more than 75 organizations in 21 countries across numerous industries, including defense, banking, healthcare, telecommunications and manufacturing.

He is a sought-after keynote speaker and author of multiple publications, including his latest “Case for the CDO” and “Monetizing Data Management.”

Peter is the Founding Director of Data Blueprint, a consulting firm that helps organizations leverage data for competitive advantage and operational efficiencies. He is also an associate professor of information systems at Virginia Commonwealth University (VCU) and a past president of the International Data Management Association (DAMA-I).

Speaking Topics
  • Data Literacy and the Organization

    More than half of work is accomplished by knowledge workers–usually defined as those who must “think for a living” [Davenport, 2005].  I contend that all knowledge workers work with data.  Since most learn about data individually (if at all), the opportunity to gain from communal or best practices learning has not been present.  Most refer to this as a lack of data literacy.  Whether applied at the individual or organizational level, literacy is a binary concept and our data needs are more varied.  Data proficiency and data acumen are more descriptive/useful terms and these should also be used to describe today's organizational data knowledge requirements.  This program will describe five specific data knowledge requirement levels and objective behaviors that must be demonstrated by those operating at each level.  Lack of this data knowledge has so far hindered society from fully realizing our collective potential benefits.  More importantly, organizations adopting these data knowledge requirements can directly and immediately improve organizational knowledge worker productivity. Delegates will:

    • Learn why the term data literacy is insufficient to describe the challenge and how the progression from literacy ? proficiency ? acumen is more operationally viable

    • Understand five data knowledge requirements levels in terms of their data leverage type, data skills type, ethical perspective and behavioral focus

    • Be able to match data knowledge requirements levels with types of organizational requirements

    • Begin to estimate the dollar ranges of potential knowledge worker productivity improvements in their organizations

  • Monetizing Data

    Business and technology decision makers are not data knowledgeable and consequently do not always make good data decisions. (Most commonly organizations purchase technology as a first step when it most probably should be purchased last.) Because of these bad data decisions, organizational data assets remain undervalued and quality is reduced. Undervalued data assets that are of poor quality act as sand (our focus) in various organizational mechanisms • slowing things down, decreasing product quality, and increasing expenses. Organizations spend 20-40% of their IT dollars on issues arising from poor data management practices. This material will explore the process of assigning money (and other quantifications) to poor data decisions across a variety of sectors. As a result, organizations will become increasingly aware of the root cause of various organizational challenges and can evaluate accordingly. Tangible take-aways include: Understand assigning monetary costs to poor data. Although it’s new, it’s not rocket science and with practice, organizations can become quite good at it

    • Learn from real-world, cross-sector examples and see how these patterns readily transfer to other sectors
    • How to construct an improvable data logistics value chain to drive business value
    • Exploration of non-monetary data costs
    • Important legal implications

  • Connecting Data Decisions to Value

    Everyone wants to use data to add value to their organizations. The really important question is: how can organizations achieve more effectively data practices? This has been difficult to correct because, to quote Einstein: The significant problems we face cannot be solved at the same level of thinking we were at when we created them. Poor data education has led to naïve understanding that, when combined with a technology-first, bias has prevented the vast majority of organizations from making tangible progress. This, in spite of significant investments in hype such as big data science. Before attempting data improvements, organizations must resolve flawed decision making about data issues. The 90–minute program (+30 minute facilitated discussion) briefly takes senior executives through a data awareness journey, transforming their thinking about data. It provides an opportunity to better understand the kind of people and process decisions that will most speed-up your organization's ability to better leverage data. Many examples illustrate the material.

  • Exorcising the Seven Deadly Data Sins

    Far more organizations attempt to do more with data than succeed. Understanding common prerequisites to unrestricted data practices will help you determine the extent of these challenges in your organization and increase your chances of success.  Deficiencies in organizational readiness and core competence represent clearly visible problems faced by data managers, but beyond that there are several cultural and structural barriers common to virtually all organizations that must be eliminated in order to facilitate effective management of data. This webinar will discuss these barriers—aka the “Seven Deadly Data Sins”—and in the process will also:

    • Elaborate upon the three critical factors that lead to strategy failure
    • Demonstrate a two-stage data strategy ? implementation process
    • Explore the sources and rationales behind the ? “Seven Deadly Data Sins,” and recommend solutions

  • Your Data Strategy: It Should Be Concise, Actionable, and Understandable by Business & IT!

    Data is not just another resource. It is your most powerful, yet poorly managed and therefore underutilized organizational asset. Data are your sole non-depletable, non-degradable, durable strategic assets, and they are pervasively shared across every organizational area. Lack of talent, barriers in organizational thinking, and seven specific data sins exist as organizational prerequisites to be satisfied before (a measurable) 9 out of 10 organizations can begin to achieve the three primary goals of an organizational data strategy – these are to:

    • Improve your organization’s data.
    • Improve the way your people use data.
    • Improve the way your people use data to achieve your organizational strategy.

Videos
FAQs
  • HOW TO BOOK Peter Aiken?

    Our booking agents have successfully helped clients around the world secure talent like Peter Aiken for both live and virtual events for over 15 years. The team at All American Entertainment represents and listens to the needs of organizations and corporations seeking to hire keynote speakers, celebrities or entertainers for speaking engagements, personal appearances, product endorsements, or corporate entertainment. Fill out a booking request form for Peter Aiken, or call our office at 1.800.698.2536 to discuss your upcoming event. One of our experienced agents will be happy to help you get pricing information and check availability for Peter Aiken or any other celebrity of your choice.
  • HOW MUCH DOES IT COST TO BOOK Peter Aiken?

    Booking fees for Peter Aiken, or any other speakers and celebrities, are determined based on a number of factors and may change without notice. Pricing often varies between live and virtual events. Other factors that can affect speaker fees include the talent's schedule, market conditions, length of presentation, and the location of the event. The live and virtual event speaking fees listed on this website are intended to serve as a guideline only. In some cases, the actual quote may be above or below the stated range. For the most current fee to hire Peter Aiken, please fill out the booking request form or call our office at 1.800.698.2536 to speak with an experienced booking agent.
  • WHO IS THE AGENT FOR Peter Aiken?

    All American Entertainment has successfully secured celebrity talent like Peter Aiken for clients worldwide for more than 15 years. As a full-service talent booking agency, we have access to virtually any speaker or celebrity in the world. Our agents are happy and able to submit an offer to the speaker or celebrity of your choice, letting you benefit from our reputation and long-standing relationships in the industry. Fill out the booking request form or call our office at 1.800.698.2536, and one of our agents will assist you to book Peter Aiken for your next private or corporate function.
  • WHAT IS A FULL-SERVICE TALENT BOOKING AGENCY?

    All American Speakers is a "buyers agent" and exclusively represents talent buyers, meeting planners and event professionals, who are looking to secure celebrities and speakers for personal appearances, speaking engagements, corporate entertainment, public relations campaigns, commercials, or endorsements. We do not exclusively represent Peter Aiken or claim ourselves as the exclusive booking agency, business manager, publicist, speakers bureau or management for Peter Aiken or any other speaker or celebrity on this website. For more information on how we work and what makes us unique, please read the AAE Advantage.
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This website is a resource for event professionals and strives to provide the most comprehensive catalog of thought leaders and industry experts to consider for speaking engagements. A listing or profile on this website does not imply an agency affiliation or endorsement by the talent.

All American Entertainment (AAE) exclusively represents the interests of talent buyers, and does not claim to be the agency or management for any speaker or artist on this site. AAE is a talent booking agency for paid events only. We do not handle requests for donation of time or media requests for interviews, and cannot provide celebrity contact information.

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Data Management Thought Leader & Speaker; Founder of Data Blueprint

Travels From:
Montpelier, VA, USA
Speaking Fee:

Peter Aiken Biography

Peter Aiken is acknowledged to be a top data management (DM) authority.

As a practicing data consultant, author and researcher, he has been actively performing and studying DM for more than 30 years.

His expertise has been sought by some of the world’s most important organizations and his achievements have been recognized internationally. He has held leadership positions and consulted with more than 75 organizations in 21 countries across numerous industries, including defense, banking, healthcare, telecommunications and manufacturing.

He is a sought-after keynote speaker and author of multiple publications, including his latest “Case for the CDO” and “Monetizing Data Management.”

Peter is the Founding Director of Data Blueprint, a consulting firm that helps organizations leverage data for competitive advantage and operational efficiencies. He is also an associate professor of information systems at Virginia Commonwealth University (VCU) and a past president of the International Data Management Association (DAMA-I).

Peter Aiken Speaking Topics

  • Data Literacy and the Organization

    More than half of work is accomplished by knowledge workers–usually defined as those who must “think for a living” [Davenport, 2005].  I contend that all knowledge workers work with data.  Since most learn about data individually (if at all), the opportunity to gain from communal or best practices learning has not been present.  Most refer to this as a lack of data literacy.  Whether applied at the individual or organizational level, literacy is a binary concept and our data needs are more varied.  Data proficiency and data acumen are more descriptive/useful terms and these should also be used to describe today's organizational data knowledge requirements.  This program will describe five specific data knowledge requirement levels and objective behaviors that must be demonstrated by those operating at each level.  Lack of this data knowledge has so far hindered society from fully realizing our collective potential benefits.  More importantly, organizations adopting these data knowledge requirements can directly and immediately improve organizational knowledge worker productivity. Delegates will:

    • Learn why the term data literacy is insufficient to describe the challenge and how the progression from literacy ? proficiency ? acumen is more operationally viable

    • Understand five data knowledge requirements levels in terms of their data leverage type, data skills type, ethical perspective and behavioral focus

    • Be able to match data knowledge requirements levels with types of organizational requirements

    • Begin to estimate the dollar ranges of potential knowledge worker productivity improvements in their organizations

  • Monetizing Data

    Business and technology decision makers are not data knowledgeable and consequently do not always make good data decisions. (Most commonly organizations purchase technology as a first step when it most probably should be purchased last.) Because of these bad data decisions, organizational data assets remain undervalued and quality is reduced. Undervalued data assets that are of poor quality act as sand (our focus) in various organizational mechanisms • slowing things down, decreasing product quality, and increasing expenses. Organizations spend 20-40% of their IT dollars on issues arising from poor data management practices. This material will explore the process of assigning money (and other quantifications) to poor data decisions across a variety of sectors. As a result, organizations will become increasingly aware of the root cause of various organizational challenges and can evaluate accordingly. Tangible take-aways include: Understand assigning monetary costs to poor data. Although it’s new, it’s not rocket science and with practice, organizations can become quite good at it

    • Learn from real-world, cross-sector examples and see how these patterns readily transfer to other sectors
    • How to construct an improvable data logistics value chain to drive business value
    • Exploration of non-monetary data costs
    • Important legal implications

  • Connecting Data Decisions to Value

    Everyone wants to use data to add value to their organizations. The really important question is: how can organizations achieve more effectively data practices? This has been difficult to correct because, to quote Einstein: The significant problems we face cannot be solved at the same level of thinking we were at when we created them. Poor data education has led to naïve understanding that, when combined with a technology-first, bias has prevented the vast majority of organizations from making tangible progress. This, in spite of significant investments in hype such as big data science. Before attempting data improvements, organizations must resolve flawed decision making about data issues. The 90–minute program (+30 minute facilitated discussion) briefly takes senior executives through a data awareness journey, transforming their thinking about data. It provides an opportunity to better understand the kind of people and process decisions that will most speed-up your organization's ability to better leverage data. Many examples illustrate the material.

  • Exorcising the Seven Deadly Data Sins

    Far more organizations attempt to do more with data than succeed. Understanding common prerequisites to unrestricted data practices will help you determine the extent of these challenges in your organization and increase your chances of success.  Deficiencies in organizational readiness and core competence represent clearly visible problems faced by data managers, but beyond that there are several cultural and structural barriers common to virtually all organizations that must be eliminated in order to facilitate effective management of data. This webinar will discuss these barriers—aka the “Seven Deadly Data Sins”—and in the process will also:

    • Elaborate upon the three critical factors that lead to strategy failure
    • Demonstrate a two-stage data strategy ? implementation process
    • Explore the sources and rationales behind the ? “Seven Deadly Data Sins,” and recommend solutions

  • Your Data Strategy: It Should Be Concise, Actionable, and Understandable by Business & IT!

    Data is not just another resource. It is your most powerful, yet poorly managed and therefore underutilized organizational asset. Data are your sole non-depletable, non-degradable, durable strategic assets, and they are pervasively shared across every organizational area. Lack of talent, barriers in organizational thinking, and seven specific data sins exist as organizational prerequisites to be satisfied before (a measurable) 9 out of 10 organizations can begin to achieve the three primary goals of an organizational data strategy – these are to:

    • Improve your organization’s data.
    • Improve the way your people use data.
    • Improve the way your people use data to achieve your organizational strategy.

Peter Aiken Videos

  • Achieving Data Acumen: Improving Workforce Data Literacy
  • Conferencia Magistral 3 Exorcising the Seven Deadly Data Sins Peter...
    Exorcising the Seven Deadly Data Sins Peter Aiken
  • Dr. Peter Aiken, Data Blueprint | MIT Information Quality 2013

FAQs on booking Peter Aiken

  • How to book Peter Aiken?

    Our booking agents have successfully helped clients around the world secure talent like Peter Aiken for both live and virtual events for over 20 years. The team at All American Entertainment represents and listens to the needs of organizations and corporations seeking to hire keynote speakers, celebrities or entertainers for speaking engagements, personal appearances, product endorsements, or corporate entertainment. Fill out a booking request form for Peter Aiken, or call our office at 1.800.698.2536 to discuss your upcoming event. One of our experienced agents will be happy to help you get pricing information and check availability for Peter Aiken or any other celebrity of your choice.
  • How much does it cost to book Peter Aiken?

    Booking fees for Peter Aiken, or any other speakers and celebrities, are determined based on a number of factors and may change without notice. Pricing often varies between live and virtual events. Other factors that can affect speaker fees include the talent's schedule, market conditions, length of presentation, and the location of the event. The live and virtual event speaking fees listed on this website are intended to serve as a guideline only. In some cases, the actual quote may be above or below the stated range. For the most current fee to hire Peter Aiken, please fill out the booking request form or call our office at 1.800.698.2536 to speak with an experienced booking agent.
  • Who is the agent for Peter Aiken?

    All American Entertainment has successfully secured celebrity talent like Peter Aiken for clients worldwide for more than 20 years. As a full-service talent booking agency, we have access to virtually any speaker or celebrity in the world. Our agents are happy and able to submit an offer to the speaker or celebrity of your choice, letting you benefit from our reputation and long-standing relationships in the industry. Fill out the booking request form or call our office at 1.800.698.2536, and one of our agents will assist you to book Peter Aiken for your next private or corporate function.
  • What is a full-service talent booking agency?

    All American Speakers is a "buyers agent" and exclusively represents talent buyers, meeting planners and event professionals, who are looking to secure celebrities and speakers for personal appearances, speaking engagements, corporate entertainment, public relations campaigns, commercials, or endorsements. We do not exclusively represent Peter Aiken or claim ourselves as the exclusive booking agency, business manager, publicist, speakers bureau or management for Peter Aiken or any other speaker or celebrity on this website. For more information on how we work and what makes us unique, please read the AAE Advantage.

Peter Aiken is a keynote speaker and industry expert who speaks on a wide range of topics such as Data Literacy and the Organization, Monetizing Data, Connecting Data Decisions to Value, Exorcising the Seven Deadly Data Sins and Your Data Strategy: It Should Be Concise, Actionable, and Understandable by Business & IT!. The estimated speaking fee range to book Peter Aiken for your event is $5,000 - $10,000. Peter Aiken generally travels from Montpelier, VA, USA and can be booked for (private) corporate events, personal appearances, keynote speeches, or other performances. Similar motivational celebrity speakers are Rachel Tobac, Simon Rogers, Russell Walker, Marc Randolph and Jez Humble. Contact All American Speakers for ratings, reviews, videos and information on scheduling Peter Aiken for an upcoming live or virtual event.

Peter Aiken Speaking Topics

  • Data Literacy and the Organization

    More than half of work is accomplished by knowledge workers–usually defined as those who must “think for a living” [Davenport, 2005].  I contend that all knowledge workers work with data.  Since most learn about data individually (if at all), the opportunity to gain from communal or best practices learning has not been present.  Most refer to this as a lack of data literacy.  Whether applied at the individual or organizational level, literacy is a binary concept and our data needs are more varied.  Data proficiency and data acumen are more descriptive/useful terms and these should also be used to describe today's organizational data knowledge requirements.  This program will describe five specific data knowledge requirement levels and objective behaviors that must be demonstrated by those operating at each level.  Lack of this data knowledge has so far hindered society from fully realizing our collective potential benefits.  More importantly, organizations adopting these data knowledge requirements can directly and immediately improve organizational knowledge worker productivity. Delegates will:

    • Learn why the term data literacy is insufficient to describe the challenge and how the progression from literacy ? proficiency ? acumen is more operationally viable

    • Understand five data knowledge requirements levels in terms of their data leverage type, data skills type, ethical perspective and behavioral focus

    • Be able to match data knowledge requirements levels with types of organizational requirements

    • Begin to estimate the dollar ranges of potential knowledge worker productivity improvements in their organizations

  • Monetizing Data

    Business and technology decision makers are not data knowledgeable and consequently do not always make good data decisions. (Most commonly organizations purchase technology as a first step when it most probably should be purchased last.) Because of these bad data decisions, organizational data assets remain undervalued and quality is reduced. Undervalued data assets that are of poor quality act as sand (our focus) in various organizational mechanisms • slowing things down, decreasing product quality, and increasing expenses. Organizations spend 20-40% of their IT dollars on issues arising from poor data management practices. This material will explore the process of assigning money (and other quantifications) to poor data decisions across a variety of sectors. As a result, organizations will become increasingly aware of the root cause of various organizational challenges and can evaluate accordingly. Tangible take-aways include: Understand assigning monetary costs to poor data. Although it’s new, it’s not rocket science and with practice, organizations can become quite good at it

    • Learn from real-world, cross-sector examples and see how these patterns readily transfer to other sectors
    • How to construct an improvable data logistics value chain to drive business value
    • Exploration of non-monetary data costs
    • Important legal implications

  • Connecting Data Decisions to Value

    Everyone wants to use data to add value to their organizations. The really important question is: how can organizations achieve more effectively data practices? This has been difficult to correct because, to quote Einstein: The significant problems we face cannot be solved at the same level of thinking we were at when we created them. Poor data education has led to naïve understanding that, when combined with a technology-first, bias has prevented the vast majority of organizations from making tangible progress. This, in spite of significant investments in hype such as big data science. Before attempting data improvements, organizations must resolve flawed decision making about data issues. The 90–minute program (+30 minute facilitated discussion) briefly takes senior executives through a data awareness journey, transforming their thinking about data. It provides an opportunity to better understand the kind of people and process decisions that will most speed-up your organization's ability to better leverage data. Many examples illustrate the material.

  • Exorcising the Seven Deadly Data Sins

    Far more organizations attempt to do more with data than succeed. Understanding common prerequisites to unrestricted data practices will help you determine the extent of these challenges in your organization and increase your chances of success.  Deficiencies in organizational readiness and core competence represent clearly visible problems faced by data managers, but beyond that there are several cultural and structural barriers common to virtually all organizations that must be eliminated in order to facilitate effective management of data. This webinar will discuss these barriers—aka the “Seven Deadly Data Sins”—and in the process will also:

    • Elaborate upon the three critical factors that lead to strategy failure
    • Demonstrate a two-stage data strategy ? implementation process
    • Explore the sources and rationales behind the ? “Seven Deadly Data Sins,” and recommend solutions

  • Your Data Strategy: It Should Be Concise, Actionable, and Understandable by Business & IT!

    Data is not just another resource. It is your most powerful, yet poorly managed and therefore underutilized organizational asset. Data are your sole non-depletable, non-degradable, durable strategic assets, and they are pervasively shared across every organizational area. Lack of talent, barriers in organizational thinking, and seven specific data sins exist as organizational prerequisites to be satisfied before (a measurable) 9 out of 10 organizations can begin to achieve the three primary goals of an organizational data strategy – these are to:

    • Improve your organization’s data.
    • Improve the way your people use data.
    • Improve the way your people use data to achieve your organizational strategy.

Peter Aiken Speaker Videos

  • Achieving Data Acumen: Improving Workforce Data Literacy
    Conferencia Magistral 3 Exorcising the Seven Deadly Data Sins Peter Aiken
    Exorcising the Seven Deadly Data Sins Peter Aiken
  • Dr. Peter Aiken, Data Blueprint | MIT Information Quality 2013

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During normal business hours, we respond to most inquiries within 4 hours.

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Speakers Similar to Peter Aiken

This website is a resource for event professionals and strives to provide the most comprehensive catalog of thought leaders and industry experts to consider for speaking engagements. A listing or profile on this website does not imply an agency affiliation or endorsement by the talent.

All American Entertainment (AAE) exclusively represents the interests of talent buyers, and does not claim to be the agency or management for any speaker or artist on this site. AAE is a talent booking agency for paid events only. We do not handle requests for donation of time or media requests for interviews, and cannot provide celebrity contact information.

If you are the talent, and wish to request removal from this catalog or report an issue with your profile, please click here.

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The 2022 Speaking Industry Benchmark Report