In this excellent post, Peadar Coyle lists several anti-patterns in running a data science team. This is an excellent post to read (and a blog to follow).
Recently I’ve been speaking to a number of data scientists about the challenges of adding value to companies. This isn’t an argument that data science doesn’t have positive ROI, but that there needs to be an understanding of the ‘team sport’ and organisational maturity to take advantage of these skills.
The biggest anti-pattern I’ve experienced personally as an individual contributor has been a lack of ‘leadership’ for data science. I’ve seen organisations without the budgetary support, the right champions or clear alignment of data science with their organisational goals. These are some of the anti-patterns I’ve seen, it’s non-exhaustive so I provide it.
The follow is an opinionated list of some of the anti-patterns.
- I’ve written before about data strategy. I still think this is one of the things that’s most lacking in organisations. I think a welcome distinction is that data collection which needs to happen before data…
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