| I have been in the data Analytics space for 15+ years. The one mantra I try to always focus is what’s the business impact of what our team is creating. This is a simple yet very powerful rule that helps us quickly disband ideas that: 1. Do not have a robust testing mechanism. No model is useful unless it performs in the real world. Measuring this is a severely non-trivial problem with multiple operational considerations. For e.g. are you able to run manage true control/test groups? How do you build a “reverse” data pipeline to verify your models? And, if you are required to update model weights constantly, where and how will you update the model parameters? 2. Conversely, some of the most impactful products I worked on were probably delivered in simple excel sheets or had just under 20 lines in my Jupyter notebook. Not every business problem is demanding a deep learning network. For e.g. we worked on a data-driven capacity forecasting exercise for a call-centre. I can tell you that the sophistication of the model was the last thing on my mind as I had to work on careful interpretation and data collection. 3. Data Science departments should sit closer to business than what appears to be the trend correctly. At least business data science teams ( Apart from technical data teams focusing on product analytics to improve performance etc ). Courses and academic programs, I think, have developed a bias towards tools and techniques without the underlying analytical interpretative techniques needed to work with data. For e.g a new data scientist in my team delivered excellent code but she couldn’t detect logical misses in the data (for e.g losing some data during processing, using columns with almost all data missing) On the other end of this spectrum, we are in the lagging end of the hype bubble still so there are many top leaders who are expecting to plug in “data science” and realise Billions of dollars in savings, new sales etc. |