Summary

In this chapter we have started our journey of understanding the market and organizational context in which high-performing analytics teams live and operate.

We have touched on the perception, reality, value, and concerns surrounding AI and its implications for jobs and careers, which are mainly positive in the long term and disruptive for some in the short term.

We have discussed how analytics professionals are not your typical employees and should be evaluated from a results perspective, and not on the basis of their supposed interpersonal failings or challenges. This aspect of hiring and managing high-performance analytics professionals will be replace with: thwarted in the current work environment of hyper political correctness, but should also be helped by the move to incorporate persity and inclusion in our organizations.

We touched on the optimal and less than optimal organizational structures that should and shouldn't be used to house and grow an advanced analytics team and its functionality, and we wrapped up by touching on the all-important topic of ethics.

We have set the stage for our wide-ranging discussion of how to be successful as an analytics leader. Thank you for coming on this journey with me.

Now, let's move on to discussing the topic of how to hire and build a high-performing analytics team.