Читать книгу Minding the Machines - Jeremy Adamson - Страница 9

It is an unfortunate truth (and perhaps an unfair generalization) that the skillset that makes a practitioner a competent data scientist is rarely the skillset that makes them a competent manager. Though there are certainly analytically minded people who have the natural inclinations toward leadership and bigger picture thinking, it is rare that in practice those people would have the technical depth to stand out as a candidate for management. Often, those with the natural capabilities required to enter management can appear to be less effective as individual contributors on a purely technical basis.

To make the leap to management is to leave an objective and predictable role with performance metrics such as p-values and ROC curves and exchange them for stakeholder management, workshop facilitation, and inherent subjectivity. Those able to successfully make this transition while maintaining the ability to downshift to provide analytical support establish themselves as leaders in the practice and are in high demand. Exceptional managers who have legitimate technical credentials are the unicorns of data and analytics.

For the practitioner, I hope this book helps you to understand what is required to move up the value chain and to prepare for leadership opportunities.