About managers who love aggregations a bit too much

Summary: Business instinct | When sums add up | Data-driven decision patching 

This is a story about companies who like aggregations a bit too much. Data-driven decision making seems to be the new holy grail in management, but can the numbers always be trusted? What is key in data-savvy businesses: the people, the right technology, or – spoiler alert – is it something more fundamental? These questions become particularly urgent in the new economy as failing to embrace data can be a major growth impediment or worse, a dead sentence to the business.

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The search is long and the goal is elusive: Data Scientist (Desperately) Wanted

Summary: Wanted: Data Scientist | A bird in the hand is worth two in the bush | A little stir | The infallible art of taking steps back

In this article I will look at how organisations can engineer their own Data Science team without loosing their mind in the process nor spending big money. As more and more companies want to be data-driven, they join the frantic search for the right staff to fuel these initiatives. Finding a data-fluent resource is not easy: according to McKinsey, “by 2018, the United States alone could face a shortage of 140,000 to 190,000 people with deep analytical skills as well as 1.5 million managers and analysts with the know-how to use the analysis of big data to make effective decisions.” The hunt is on for a skill set that is still relatively new to the market, and it is only starting to be taught at the universities. My belief is that fishing for a Data Scientist ‘superstar’ is often counterproductive and inevitably leads to a realisation that one person cannot do it all. Instead, investing in appropriate training of the current staff can lead to long-lasting benefits for the company.

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