Helping HR to Cross the Big Data Chasm


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Helping HR to Cross the Big Data Chasm

  1. 1. Mario Faria1Helping HR to Cross theBig Data ChasmMario - (425) 628-3517@mariofaria
  2. 2. Mario Faria2Who am I ?•  MIT recognition as one of the 1st Chief Data Officers and Lead DataScientists in the world (just Google “Mario Faria Chief Data Officer”)•  20+ years working with Information Technology, ManagementConsulting, Financial Services, Retail, CPG and Private Equity•  Proven expertise in Data Management, Data Science, Analytics andSupply Chain Management•  Speaker at several conferences on the subject in USA, Europe andLatin America•  Contributor to magazines and publications•  Big Data Advisor at the Bill and Melinda Gates Foundation•  Member of the MIT Data Science Initiative
  3. 3. Mario Faria3Objectives of this webinar•  To help HR professionals to understand what is currentlyhappening with data and technology•  To present some Big Data concepts that will help HRprofessionals do their jobs better•  To provide insights on how HR and Hiring Managers shouldsuccessfully work together to create a data & analyticsorganization
  4. 4. Mario Faria4My mission :To help the data communityevolve with sustainability
  5. 5. Mario Faria5Helping HR to Cross theBig Data ChasmGeoffrey A. Moore
  6. 6. Mario Faria6Data and Analytics professionals are nothelping everyone else to understand it
  7. 7. Mario Faria7Hiring Big Data Professionals : morethan 51 million results
  8. 8. Mario Faria8Hiring Big Data Professionals :almost 2 million results
  9. 9. Mario Faria9How to make sense ?
  10. 10. Mario Faria10By being a consultant,I want to say 3 things ...
  11. 11. Mario Faria11The 3 things:•  Situation : where the market is at this point•  Complication : current issues with datamanagement and Big Data•  Solution : what I recommend you to do and howto do it
  12. 12. Mario Faria12Situation
  13. 13. Mario Faria13How we gothere in terms ofBig Data
  14. 14. Mario Faria14Web 1.0Bricks to ClicksThe Web Evolution : more and moredata drivenWeb 2.0ParticipatoryWeb 3.0 - Data-drivenWeb moves from broadcast (push) mediumto enabling two-way dialogue based on:- Behavior- Preferences- Profile data- Personalized user experiencesLeverage the web as a database- Machine learning- Predictive analytics- Automated modelingInternet of things- Widgets- Peer-to-peer networks- Devices, CarsMiddle 90s 2005 - 2011 2012 moving forward
  15. 15. Mario Faria15The 4 driving factors that arechanging the technology industry aswe know it•  Social•  Mobile•  Cloud•  Information
  16. 16. Mario Faria16This brave new world we are living in•  How does success look like in aworld where consumers are nowmarketers ?•  Where a trillion data points areavailable, alive and transformingdecisions (preference /purchase) and relationships aswe speak ?•  How to understand, connect andconsistently engage withconsumers and customerscreating loyalty andrecommendations ?
  17. 17. Mario Faria17
  18. 18. Mario Faria18“The balance of power in the 21stcentury is influenced by the abilityto leverage information assets” –Gwen Thomas, CEO of The DataGovernance Institute
  19. 19. Mario Faria19Data is about•  People•  Technology•  Processes•  Modeling•  Analytics•  Communication•  Decisions•  ActionsA data-driven culture is a disruptive factor for entire industries
  21. 21. Mario Faria21
  22. 22. Mario Faria22From BusinessIntelligence toBig Data
  23. 23. Mario Faria23What is Analytics ?“The extensive use of data, statisticaland quantitative analysis, explanatoryand predictive models, and fact-basedmanagement to drive decisions andactions” – Thomas Davenport
  24. 24. Mario Faria24Analytic Maturity Curve
  25. 25. Mario Faria25Analytics is not just about :•  Large volumes•  Greater scope of information•  Real time access to information•  New kind of data and analytics•  Data influx from new technologies•  Non-traditional forms of media•  Variety of sourcesIt all of the above, plus a transformation in processes andculture, and it is a disruptive factor for entire industries
  26. 26. Mario Faria26Big Data=Human Behaviour
  27. 27. Mario Faria27
  28. 28. Mario Faria28Complication
  29. 29. Mario Faria29Land of Confusion
  30. 30. Mario Faria30Who owns the Data inside anorganization ?
  31. 31. Mario Faria31Some problems, at this point, inmost organizations•  Data is fragmented and scattered•  Silos of information hanging around•  Like the truth, data has many versions•  The Data Lifecycle is a complex process•  Data projects being managed by IT•  A formal process to manage data is arequirement in order to do Analytics
  32. 32. Mario Faria32The problem : data is anabstract concept
  33. 33. Mario Faria33The complexity of the Data Life Cycle
  34. 34. TheBig DataTechnologyPlayers
  35. 35. Mario Faria35The evolution path to Big Data
  36. 36. Mario Faria36The Big Data Fragmented Tech Vendors : data life cycleprocess view
  37. 37. Mario Faria37And, unfortunately, technology alone willnot change the previous resultsTo succeed in Data & Analytics, an organization will berequired to change some of its current internal processes
  38. 38. Mario Faria38The catch : just a few companies (usersand consulting) understood the nits andgrits about Data Analytics : it requires youto moving from a simple data managementvision (tactical) to an informationmanagement vision (strategic)
  39. 39. Mario Faria39Solution
  40. 40. Mario Faria40Find a real object that peoplecan relate to
  41. 41. Mario Faria41The Data Value Chain
  42. 42. Mario Faria42The Deming Model :Production Viewed as a System
  43. 43. Mario Faria43Usage of wrong data can destroycredibility
  44. 44. Mario Faria44A Few Quality ProgramsTDQMTIQM
  45. 45. Mario Faria45Foundations of the Data teamresponsibilities•  Data Strategy•  Data Analytics•  Data Insights•  Data Architecture•  Data Governance•  Data Quality•  Data Acquisitions•  Data Operations•  Data Policies•  Data Security•  Data Protection
  46. 46. Mario Faria46More and more, Data Leaders are being hiredto think strategically think about all the stepsfrom getting raw data and making it useful tobusiness users
  47. 47. Chief  Data  Officer  /    Head  of  Analy6cs  /    Data  Scien6sts  
  48. 48. Mario Faria48Chief Data Officer (CDO) /Chief Analytics Officer (CAO) /Lead Data Scientist•  A new profession that is becoming very common incorporations•  He/she is a corporate officer who is the businessleader for enterprise-wide data processing and datamining.•  The CDO typically reports to the CEO or the COOand is a member of the executive management teamof a company or business unit.•  CDOs leverage their organizations data assets tosupport the business strategy. He/she managesenterprise-wide data administration and is thechampion of enterprise information management•  CIOs are very concerned with this new role, becauseof the threat to their current power
  49. 49. Mario Faria49The role of a Chief Data Officer orLead Data ScientistA data scientist is the onewho looks for insightsThe insight is operationalizedin BI/DW products, by data architectsThe insight is sharedwith the enterpriseThe CDO or Lead Data Scientist is theexecutive responsible and accountable forthe data life cycle inside the organization,managing the people involved in the dataactivities, such as acquisitions, analytics,processes, governance, quality, technologyand budget
  50. 50. Mario Faria50Why should not IT be managingthis transition ?Because data projects are businessprojects, not IT projects and the CDO/Datateams are the bridge between IT andBusiness Units
  51. 51. Mario Faria51The ChiefDataOfficerRole
  52. 52. Mario Faria52The 3 Architectures a Company needsto succeedBusinessArchitectureTechnologyArchitectureDataArchitecture
  53. 53. Mario Faria53“Organizations are about to beswamped with massive datatsunamis. The Chief Data Officeris responsible for engineering,architecting, and deliveringorganizational data success” –Peter Aiken, PhD
  54. 54. Data  Science      The  process  of  taking  raw  data,  producing  informa6on  from  data,  and  using  this  informa6on  to  guide  ac6ons  that  will  bring  financial  benefits  to  business  
  55. 55. Mario Faria55
  56. 56. Mario Faria56A Chief Data Officeris the executiveresponsible tomanage these areas
  57. 57. Mario Faria57•  A good CDO can implement a data organizationwith success•  A great CDO has the ability to turn raw data intolarge revenue streams for the business•  Components such as technology andmethodologies are important, but they are justenablers•  The CDO focus is delivering enterprise value to thebusiness (not writing code or SQL scripts)From good to great CDO
  58. 58. Mario Faria58The evolving CDO role will challenge structure, scope and powerrelationships between executive committee members.The scarcity of information leader talent will require executiveleaders to develop it as much as hire it.
  59. 59. Mario Faria59To start a Big Data organization, there are 4main things to considerPeopleTechnologyProcess toimplement thePracticeMethodology forthe Delivery
  60. 60. A  few  examples  of  screw  ups  
  61. 61. Mario Faria61Disclaimer•  The following cases are real•  Names and texts were changed to protect the innocents(and the guilt ones as well)•  To avoid possible complaints
  62. 62. Mario Faria62An advertising agency•  Part of a global media group•  Search for the Head of Analytics•  Process could not move forward because HR needs 5candidates•  The position has been opened for more than 8 months•  Is the position really important for the business ?
  63. 63. Mario Faria63A services company•  Services company with headquarters inthe Bible Belt•  Search for a VP Data/BI/DW(leadership role)•  Leap of faith : the main reason she wastold•  A full search on Linkedin showed theprofile of its leaders•  My friend did not have a chance
  64. 64. Mario Faria64A healthcare services company•  Search for a Data Director and Chief of Analytics•  Part of the job description: “At our company, we worship Gods lovefor people. If selected for this position, will you be able to workand support our mission statement, respect the diversity of ouremployees, and work in a way that aligns with our core values ?”•  So, if the candidate is an atheist, will he/she be considered ?
  65. 65. Mario Faria65A major technology vendor•  Very well recognized, with little clue on Big Data•  Search for a Sr. Sales & Business Leader for its consulting practice•  Very detailed interview process•  One of the questions asked by one of the interview managers : “Howis your Hadoop/MapReduce programming skills ?”•  A business leader writing code ???•  Please change the job title or avoid questions like that
  66. 66. Mario Faria66A consumer electronics company•  Search for a Sr.VP for Data & Analytics, serving mainly the Marketing division•  The job description :•  Creativity is also key to your success. This will include doing yourown slides and developing talking points.•  Showcase your executive maturity: the more you partner, the moresuccessful the team will be•  Creativity: We’re not looking for another newsletter template. Yourwillingness to open our minds through your analytics abilities tohelp us increase consumer engagement through new channels andchallenge the “ordinary” is welcome!•  Experience: Do you lack the data or analytics college formaleducation background, but have kick-butt field experience, inspiringideas, and knowledge of our business? We’ll consider that too
  67. 67. Mario Faria67Can you kick ?
  68. 68. Mario Faria68Looking ahead in the near future …
  69. 69. Mario Faria69Which companies will thrive in 2015?•  The ones which will understand how to adapt faster tothis new scenario•  The ones which will have successful Analyticsimplementations•  The ones with great human capital, which understandhow to leverage their resources and with provenmethodologies to embrace this change
  70. 70. Mario Faria70The main drivers forData/Big Data projects•  Make more money•  Reduce current costs•  Improve efficiency
  71. 71. What does ittake to make yourcompany succeed inthis data journey ?
  72. 72. Mario Faria72Hire the best and most eagerresources you can find in the market
  73. 73. Mario Faria73The checklist to hire Big Data professionalsChami AkmeemanaManaging DirectorHuntel Global•  Where are they ? Think global•  What are they interested in ? It is not justmoney, it is the possibility to “create” somethingnew or transform•  What are they going to do ? Gain clarity onyour business analytics strategy•  What are they going to work with ? Set budgetfor technology tools, data acquisition and otherresources neededLink to download the full paper :
  74. 74. Mario Faria74From good to great, a Big Data teammust have:•  Passion for analytics and data•  Never stop learning•  Always be there for tough analyticsquestions•  Ask questions until everything makes senseand you are satisfied with the answers andanalyses•  Learn how to develop prototypes quickly•  Be an advocate for building a strongfoundation in corporate analytics•  Be a "bridge builder" between IT andbusiness users
  75. 75. Mario Faria75Salaries•  Chief Data Officers / Chief Analytics Officers / VProles•  Low range of US$ 300K a year•  High end around US$ 2 million a year (financialservices companies in NYC)
  76. 76. Conclusions  
  77. 77. Mario Faria78What HR needs to understandabout Big Data•  Big Data projects are happening•  Data is changing how companiescompete in the market•  Data projects are businessprojects•  Talent is an scarce resource•  A new breed of professionals is inneed
  78. 78. Mario Faria79Hiring managers and HR professionals shouldwork together on finding, attracting andretaining the right teams
  79. 79. Mario Faria80Thank youMario FariaData Strategy Advisor of the Digital Mad : (425) 628-3517
  80. 80. Q&A