I think they belong under a cross functional analytics team embedded within each function. Data scientists shouldn’t be working on figuring out how to determine revenue. Skilled analysts embedded within finance teams should.
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Replying to @Pedram_Navid @djpardis
If you make data scientist do reporting and dashboards all day all the good ones will quit and the ones left will be mediocre at best
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Replying to @djpardis @Pedram_Navid
I think for me the issue is that companies do a really poor job at "creating reliable metrics". There is a gap in leadership/orgs to figure this out, instead it's all these disparate silos throwing all of these metrics around in a neverending cycle.
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Replying to @djpardis @Pedram_Navid
Everyone says data is important, no one wants to pay the price.
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IMO a lot of problems would be solved if DS teams were truly given ownership of metric creation and calculation. The metrics have to be based on the actual user needs of the team the DS is designing them for, but the expertise required to do that needs to be respected
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I don't disagree with this in practice, and I also feel deeply that DS teams can't take on the role of owning the business + doing data for the business. Ultimately it's like what else should we take and what are the other parts of the org doing?
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Yup. You need to understand the business to measure it well, but there’s a conflict of interest if you’re also responsible for driving the outcomes. DS obviously wants the company to be successful, but it does it by being the friend who tells you there’s broccoli in your teeth
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