3 ms·
The hard part would be to convince a business that these skills provide value. It can be a large benefit to a company to effectively leverage its own data, and
by verdant 17y ago
The hard part would be to convince a business that these skills provide value. It can be a large benefit to a company to effectively leverage its own data, and having someone that can not only extract and interpret, but also put the right visualizations in the hands of the decision-makers would be a great benefit to help a company, it can be hard to get those that hire to buy into the soft benefits. Its usually a major obstacle in any business intelligence project.
- menloparkbum 17y agoWeb based companies already hire these people. Google, Paypal, Amazon, even "small" startups. I interviewed for a number of these positions in Silicon Valley last year but decided to do something else. Also, I don't really have the right stats background. Most smart businesses already know they have a data problem. FWIW, the first two: stats and data munging are the most important. There are very few people who really know stats and can also set up a pipeline for ripping data out of log files and databases and get it into an analyzable format. The cool viz stuff, like what Ben Fry does is not so important. You just need to be able to make a couple kinds of graphs and charts.
- tom_b 17y ago+1 for bringing up the hard part. I've worked on several big data warehouse projects where it was tough to make business managers understand that even the simplest correlations between different fact types across dimensions (using those terms in the Kimball sense) provided ROI. Forget visualization and deep statistics usage. You simply can't get there until you have executive commitment and belief in the value proposition. Personally, I wish I was a better evangelist for these skills.
- eru 17y agoI read about several management consultancies that offer such a quantitative approach for lots of money. Perhaps its easier to sell from the outside?