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Three types of leaders predominate among today’s data and analytics executives. Companies that understand the interplay between a candidate’s leadership style and the organization’s level of data maturity will have an edge.
In their October 2012 Harvard Business Review article, Tom Davenport and D.J. Patil called Data Scientist, “The Sexiest Job of the 21st Century.” The subject is clearly part of the zeitgeist: academics, industry analysts, consultants and executives all have debated issues such as the required experiences, need for academic training programs, the shortage (or not) of qualified data science talent,
For those who follow the field closely, it’s a given that the current talent landscape for big data and analytics is hyper-competitive. Companies with top caliber talent have a real cause for concern that they will lose their best people to not just competitors in their own industry but organizations in completely different verticals. In fact, these organizations are racing to transform their inte
During the past year, our team had the opportunity to meet and speak with hundreds of executives from different industries with varied areas of expertise in the “big data” space. These conversations have included data scientists, heads of analytics, consultants, engineers, sales and marketing executives as well as business leaders.