Book Image

Building Analytics Teams

By : John K. Thompson
5 (1)
Book Image

Building Analytics Teams

5 (1)
By: John K. Thompson

Overview of this book

In Building Analytics Teams, John K. Thompson, with his 30+ years of experience and expertise, illustrates the fundamental concepts of building and managing a high-performance analytics team, including what to do, who to hire, projects to undertake, and what to avoid in the journey of building an analytically sound team. The core processes in creating an effective analytics team and the importance of the business decision-making life cycle are explored to help achieve initial and sustainable success. The book demonstrates the various traits of a successful and high-performing analytics team and then delineates the path to achieve this with insights on the mindset, advanced analytics models, and predictions based on data analytics. It also emphasizes the significance of the macro and micro processes required to evolve in response to rapidly changing business needs. The book dives into the methods and practices of managing, developing, and leading an analytics team. Once you've brought the team up to speed, the book explains how to govern executive expectations and select winning projects. By the end of this book, you will have acquired the knowledge to create an effective business analytics team and develop a production environment that delivers ongoing operational improvements for your organization.
Table of Contents (14 chapters)
12
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13
Index

Introductory projects

It is unclear in certain circumstances if the sponsoring stakeholders or subject matter experts are fully committed to the project that you are chartered to undertake.

Of course, they will say that they want to engage, and they will assign people to support the efforts of the advanced analytics and AI team, but they may not even know the implications of engaging in an analytics project. It is almost certainly the case that they do not know the full implications of engaging in the project and the results that will be shown.

I strongly suggest that the first project you do with a new functional area, a new manager, or an executive that you do not have an existing relationship with should be a short project.

Not short as in small in ambition or scope—you can definitely take on a significant issue or challenge for the company or cause—but you should break down the initial stage of the project into a piece of work that can be completed and...