The Chief Information Officer
One of the biggest issues that you face is the "shoemaker's child" problem. The shoemaker is so busy making shoes for everyone else that his own children must do without. Information Technology or Information Services or Information Systems or... is invariably in the weakest position with respect to data management.
It isn't your fault. In fact you can see from product offerings that the whole world thinks this way. Most business functions are the focus of broad and intense marketing efforts and in recent years these have produced products with an enterprise point of view. I.T., on the other hand, has a wide range of hammers and saw equivalents to choose from but nothing with the enterprise scope of an automobile assembly line. Could such an enterprise assembly line be created? Of course it couldThe difference lies in the availability of data models and architectures—in turn a product of the shoemaker's children paradigm. The business function most in need of data and process management can't have it until it's processes and data are brough into control. Control means operating within meaningful parameters.
I.T. needs governance (usually called Data Governance) more urgently than anyone else. A steady improvement in power tools has kept the problem in the background so far but because the rest of the company is moving into an enterprise paradigm, you are in for some tough questions.
You need answers to the question, "What's happening now?" or "Where do we stand right now?" just as urgently as does the Chief Operations Officer—maybe more urgently. The answers must be framed in an enterprise context. If project A is falling behind schedule or is identifying unacceptable risks, what are the implications for all the other initiatives currently planned or underway?
The best information for the best decision.