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Ch 9. What Makes a Great Analytics Team?
Taming The Big Data Tidal Wave
7 June 2012SNU IDB Lab.Jee-bum Park
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Outline All Industries Are Not Created Equal Just Get Started! There’s a Talent Crunch out There Team Structures Keeping a Great Team’s Skills Up Who Should Be Doing Advanced Analytics? Why Can’t IT and Analytic Professionals Get Along?
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All Industries Are Not Created Equal
Know Where Your Industry Falls There are a lot of challenges an organization will face in getting a
great analytics team started
Starting to address the right problems
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Outline All Industries Are Not Created Equal Just Get Started! There’s a Talent Crunch out There Team Structures Keeping a Great Team’s Skills Up Who Should Be Doing Advanced Analytics? Why Can’t IT and Analytic Professionals Get Along?
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Just Get Started! It is important not to get frozen in a state of indecision
The worst thing– Wastes time– Prevents progress– Delays benefits from being realized
Get the right people going after the right problems
Achieve that, and making a few tweaks to the organization chart over time is nothing
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Outline All Industries Are Not Created Equal Just Get Started! There’s a Talent Crunch out There Team Structures Keeping a Great Team’s Skills Up Who Should Be Doing Advanced Analytics? Why Can’t IT and Analytic Professionals Get Along?
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There’s a Talent Crunch out There Many fields lack enough good people, this is even more true in the
analytics field– The demand for analytic professionals is increasing rapidly– The stream of analytical talent out of the educational system has always
been fairly small
Even though the economy is far from ideal
Analytics professionals are going to want money just like anybody else
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Outline All Industries Are Not Created Equal Just Get Started! There’s a Talent Crunch out There Team Structures Keeping a Great Team’s Skills Up Who Should Be Doing Advanced Analytics? Why Can’t IT and Analytic Professionals Get Along?
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Team Structures (1/5)
Decentralized/Functional Structures In a decentralized organization, analytics resources report through
a specific functional business unit
Analytic profession-als
Operational analytics
team
Operations team
Chief opera-tions officer
Marketing analysts
team
Marketing team
Chief market-ing officer
Risk ana-lysts team
Risk manage-ment team
Chief financial officer
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Team Structures (2/5)
Decentralized/Functional Structures In a decentralized organization, analytics resources report through
a specific functional business unit
Advantage– Analytic professionals are embedded exactly where they need to be
Disadvantage– Resources end up spread out across an organization
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Team Structures (3/5)
Centralized Structures In a centralized structure of the purest form, there will be one core
analytics team located in one spot on the organizational chart
Central-ized ana-
lytics team
Chief op-erations of-
ficer
Chief fi-nancial of-
ficer
Chief in-formation
officer
Chief mar-keting offi-
cer
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Team Structures (4/5)
Centralized Structures In a centralized structure of the purest form, there will be one core
analytics team located in one spot on the organizational chart
Advantage– Ability to reallocate resources as needed– It provides the opportunity for analytic talent to get experience and expo-
sure to multiple parts of the company
Disadvantage– There are no individuals who can go deep in any specific area
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Team Structures (5/5)
Hybrid Structures In a hybrid structure, there is a centralized team as well as dedi-
cated teams within specific business units
Don’t stress over structure– The most important thing is not how you structure your analytics teams– The most important thing is that you have the right people doing the right
analytics for the right reasons
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Outline All Industries Are Not Created Equal Just Get Started! There’s a Talent Crunch out There Team Structures Keeping a Great Team’s Skills Up Who Should Be Doing Advanced Analytics? Why Can’t IT and Analytic Professionals Get Along?
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Keeping a Great Team’s Skills Up (1/3)
The Matrixed Approach One approach that helps keep analytic professionals’ skills sharp is
“matrixed” approach
Over time, the strongest and most senior analytic professionals are going to be leads more often than not
Leader Worker
Project A Sue Bob
Project B Bob Sue
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Keeping a Great Team’s Skills Up (2/3)
Cross-Training One of the most important things is to ensure that analytic profes-
sionals are cross-training each other
Amazing program-mer
Teachingcoding skills
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Keeping a Great Team’s Skills Up (3/3)
Managers Can’t Lose Touch Analytics managers and executives need to stay engaged and to
keep their skills from eroding
To keep skills up, consider requiring that every analytics manager– Change duties at least once a year– Go into the field– Actually do some analysis
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Outline All Industries Are Not Created Equal Just Get Started! There’s a Talent Crunch out There Team Structures Keeping a Great Team’s Skills Up Who Should Be Doing Advanced Analytics? Why Can’t IT and Analytic Professionals Get Along?
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Who Should Be Doing Advanced Analytics? Illustrating inconsistency
– If an organization is to have a great analytics team, it will need to remember the art and science that make up effective analytics
Focus everyone on what they do best– Great artists likely didn’t paint a masterpiece the first time they painted
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Outline All Industries Are Not Created Equal Just Get Started! There’s a Talent Crunch out There Team Structures Keeping a Great Team’s Skills Up Who Should Be Doing Advanced Analytics? Why Can’t IT and Analytic Professionals Get Along?
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Why Can’t IT and Analytic Professionals Get Along?
Analytics teams are asked to: IT teams are asked to:
Heavily utilize system resources Tightly manage resource usage
Create tables and use a lot of space Limit table creation and space us-age
Run complex ad hoc queries Minimize use of complex ad hoc queries
Go outside the box Keep users within the box
Experiment with new approaches Stick to approved approaches
Work with limited rules and re-strictions
Enforce rules and restrictions
Thank you
