9
The Blossoming Analytics Talent Pool: An Overview of the Analytics Ecosystem

Ramesh Sharda1 and Pankush Kalgotra2

1Spears School of Business, Oklahoma State University, Stillwater, OK, USA

2Graduate School of Management, Clark University, Worcester, MA, USA

9.1 Introduction

With the rising need for analytics in businesses, the demand for analytics professionals is surpassing the supply. A survey published in MIT Sloan Management Review recorded that 43% companies lack the appropriate analytical skills [1]. According to Deloitte.com, International Data Corporation (IDC) predicted that U.S. companies will require 181,000 people with deep analytical skills by 2018 and nearly one million employees with data management and interpretation abilities [2]. In response to this industry demand, academic programs in analytics are being developed all over the world. A catalog of programs on INFORMS Web site (https://www.informs.org/Resource-Center/Search-Education-Database) lists more than hundred programs in place already, with more being added regularly. But the need for skilled analytics professionals is still noted in the industry media.

Many thought leaders, including professionals and academicians, have suggested innovative ways to address the analytics talent shortage. For instance, Hiltbrand and Hart [3] suggest filling the analytics skill gap with crowdsourcing. Another suggestion by the industry leaders is to leverage nonanalytics employees in the organization to perform analytics [4]. The term used to label these analysts is “citizen data scientist.” Of course, it is easy for a company to hire talent from competing companies in the same industry to build any new initiative. However, Young [5] suggested that the talent gap can be filled by defining the talent ecosystem more broadly because one may not find an appropriate candidate by limiting the search to a specific pool of aspirants. Therefore, expanding the talent ecosystem to find the required skillset may be an answer to the talent shortage. An ecosystem may include a company's vendors, consultants, customers, regulators, and so on. Defining this group broadly can help identify a much bigger and better pool. In this chapter, we take this challenge up for the analytics industry. We identify and explain various components of the analytics ecosystem where hiring managers may find the required talent, especially experienced talent.

The skills needed in the field of data analytics are varied. Hiltbrand and Hart [3] discussed the competitions conducted by Netflix, Kaggle, and Idaho National Laboratory in which they witnessed that the contestants participated from different areas such as computer science, information technology, data analytics, engineering, and so on. Since the data analytics skillset is diverse, analysts can possibly emerge from multiple disciplines. Thus, the talent shortage can be addressed by casting a wide net encompassing the allied areas of analytics. Our aim in this chapter is to identify specific clusters in the analytics ecosystem in which hiring managers can find the required workforce. A secondary purpose of understanding the analytics ecosystem for the analytics professionals is to become aware of organizations, new offerings, and opportunities in sectors allied with analytics.

9.2 Analytics Industry Ecosystem

Although some researchers have distinguished business analytics professionals from data scientists [6], for the purpose of understanding the overall analytics ecosystem, we treat them as one broad profession. Although skill needs can vary from mathematicians to a programmer to a modeler to a communicator, we believe this issue is resolved at a more micro/individual level rather than at a macro level of expanding the talent pool. We also take the widest definition of analytics to include all three types as defined by INFORMS–descriptive/reporting/visualization, predictive, and prescriptive [7].

Figure 9.1 illustrates one view of the analytics ecosystem. The components of ecosystem are represented by the planets of a planetary system. The subcomponents of each planet/component are depicted as the satellites of the planet. Eleven key sectors or clusters or planets in the analytics space are identified. The components of the analytics ecosystem are grouped into three categories represented by the outer orbit, inner orbit, and the core (middle part) of the system.

img

Figure 9.1 Analytics ecosystem.

The outer orbit contains seven planets broadly termed as technology providers. Their primary revenue comes from providing technology, solutions, and training to analytics user organizations so that they can employ these technologies in the most effective and efficient manner. The inner orbit can be generally defined as the analytics accelerators. The accelerators work with both technology providers and users. Finally, the core of ecosystem is comprised of analytics user organizations. This is the most important component as every analytics industry facet is driven by the user organizations. Being at the center of system, this component is the driving force of the ecosystem. User organizations create demand for analytics applications and their success flourish rest of the ecosystem. Of course, analytics talent is needed not by just this group of users but also all the other players in the ecosystem.

In the past, we have used the metaphor of a flower to describe the analytics ecosystem [7]. Other authors (e.g., Ref. [8]) identify players in the analytics industry through groups in tables. The metaphor of a planetary system is well suited to the analytics ecosystem as multiple components at the same level can be placed on the same orbit. Similar to a planetary system in which planets are held together by gravity, all the planets of our analytics ecosystem interact with each other and move together. Different components of ecosystem exchange information and overlap in many ways. But these are also different because of their focus on a specific value they are adding to the analytics value chain.

We use the terms components, clusters, planets, and sectors interchangeably to describe the various players in the analytics space. We introduce each of the industry sectors below, and give some examples of players in each sector. The list of company names included in any planet is not exhaustive. The representative list of companies in each cluster is meant to illustrate that cluster's unique offering so as to describe where analytics talent may be used or hired away from. Also, mention of a company's name or its capability in one specific group does not imply that it is the only activity/offering of that organization. The main goal is to focus on the different analytic capabilities within each component of the analytics space. Many companies play in multiple sectors within the analytics industry, and thus offer opportunities for movement within the field both horizontally and vertically.

9.2.1 Data Generation Infrastructure Providers

Perhaps the first place to begin identifying the clusters is by noting a new group of companies that enable generation and collection of data that may be used for developing analytical insights. Although this group could include all the traditional points of sale systems, inventory management systems, and technology providers for every step in a company's supply/value chain and operations, we mainly consider new players where the primary focus has been on enabling an organization to develop new insights into its operations as opposed to running its core operations. Thus, this group includes companies creating the infrastructure for collecting data from different sources.

One of the emerging components of such infrastructure is the “sensor.” Sensors collect massive amount of data at a faster rate and have been adopted by various sectors such as health care, sports, and energy. For instance, some of the major players manufacturing sensors to collect health information are AliveCor, Apple, Google, Garmin, Shimmer, Jawbone, Kinsa, Netatmo, and Fitbit. Likewise, the sports industry is using sensors to collect data from the players and field to develop strategies to improve performance. Examples of the companies producing sports-related sensors include Sports Sensors, Zepp, Shockbox, and others. Similarly, sensors used for traffic management are produced by Advantech B+B SmartWorx, Garmin, Sensys Network, and many others.

Sensors play a major role in Internet of Things (IoT), and are an essential part of smart objects. Sensors comprising machine-to-machine communication are driving growth of IoT. The leading players in the infrastructure of IoT are Intel, Microsoft, Google, IBM, Cisco, General Electric, Smartbin, SIKO Products, Omega Engineering, Apple, and SAP. There are many industrial Internet of Things providers that develop industry-specific sensors, but those are too numerous to mention. This cluster is probably the most technical group in the ecosystem.

9.2.2 Data Management Infrastructure Providers

This group includes all of the major organizations that provide hardware and software targeting the basic foundation for all data management solutions. Obvious examples of these include all major hardware players that provide the infrastructure for database computing–IBM, Dell, HP, Oracle, and so on; storage solution providers such as EMC (recently bought by Dell) and NetApp; companies providing indigenous hardware and software platforms such as IBM, Oracle, and Teradata; data solution providers offering hardware and platform-independent database management systems such as SQL Server family of Microsoft; and specialized integrated software providers such as SAP fall under this group. This group also includes other organizations such as database appliance providers, service providers, integrators, developers, and so on that support each of these companies' ecosystems.

Several other companies are emerging as major players in a related space, thanks to the network infrastructure enabling cloud computing. Companies such as Amazon (Amazon Web Services), IBM (Bluemix), Microsoft (Azure), General Electric (Predix), and Salesforce.com pioneered to offer full data storage and analytics solutions through the cloud that now have been adopted by several companies listed above.

A recent crop of companies in the Big Data space are also part of this group. Companies such as Cloudera, Hortonworks, and many others do not necessarily offer their own hardware but provide infrastructure services and training to create the Big Data platform. This would include Hadoop clusters, MapReduce, NoSQL, Spark, Kafka, Tez, Flume, and other related technologies for analytics. Thus, they could also be grouped under industry consultants or trainers enabling the basic infrastructure. Full ecosystems of consultants, software integrators, training providers, and other value-added providers have evolved around many of the large players in data management infrastructure cluster. Some of the clusters below will identify these players because many of them are moving to analytics as the industry shifts its focus from efficient transaction processing to deriving analytical value from the data.

9.2.3 Data Warehouse Providers

Companies with a data warehousing focus provide technologies and services aimed toward integrating data from multiple sources, thus enabling organizations to derive and deliver value from their data assets. Many companies in this space include their own hardware to provide efficient data storage, retrieval, and processing. Companies such as IBM, Oracle, and Teradata are major players in this arena. Recent developments in this space include performing analytics on the data directly in memory.

Another major growth sector has been data warehousing in the cloud. Examples of such companies include Snowflake and Redshift. Major companies from other related sectors are also moving into this space–SAS and Tableau are good examples. Companies in this cluster clearly work with all the other sector players in providing data warehouse solutions and services within their ecosystem, and hence act as the backbone of analytics industry. It has been a major industry in its own right and, thus, a supplier and consumer of analytics talent.

9.2.4 Middleware Providers

Data warehousing began with a focus on bringing all the data stores into an enterprise-wide platform. Making sense of these data has become an industry in itself. The general goal of middleware industry is to provide easy-to-use tools for reporting or descriptive analytics, which forms a core part of BI or analytics employed at organizations. Examples of companies in this space include Microstrategy, Plum, and many others. A few of the major players that were independent middleware players have been acquired by companies in the first two groups. For example, Hyperion became a part of Oracle, SAP acquired Business Objects, and IBM acquired Cognos. This sector has been largely synonymous with the Business Intelligence providers offering dashboarding, reporting, visualization services to industry, building on top of the transaction processing data, and the database and data warehouse providers. Thus, many companies have moved into this space over the years, including general analytics software vendors such as SAS, or new visualization providers such as Tableau, or many niche application providers. A product directory at TDWI.org lists 201 vendors just in this category (http://www.tdwidirectory.com/category/business-intelligence-services) as of June 2016, so the sector has been robust. This sector is attempting to move toward the data science segment of the industry. On the other hand, software companies that have focused on visualization are incorporating capabilities that were once the domain of middleware in terms of customized reports and aggregate-to-detail analyses.

9.2.5 Data Service Providers

Much of the data an organization uses for analytics is generated internally through its operations, but there are many external data sources that play a major role in any organization's decision-making. Examples of such data sources include demographic data, weather, data collected by third parties that could inform an organization's decision-making, and so on. Several companies realized the opportunity to develop specialized data collection, aggregation, and distribution mechanisms. These companies typically focus on a specific industry sector and build upon their existing relationships in that industry through their niche platforms and services for data collection. For example, Nielsen provides data sources to their clients on customer retail purchase behavior. Another example is Experian, which includes data on each household in the United States. Omniture has developed technology to collect web clicks and share such data with their clients. Comscore is another major company in this space. Google compiles data for individual Web sites and makes a summary available through Google Analytics services. Other examples are Equifax, TransUnion, Acxiom, Merkle, Epsilon, and Avention. This can also include organizations such as ESRI.com, which provides location-oriented data to their customers. There are hundreds of other companies that are developing niche platforms and services to collect, aggregate, and share such data with their clients. As noted earlier, many industry-specific data aggregators and distributors exist, which are moving to offer their own analytics services. Thus, this sector also is a growing user and potential supplier of analytics talent, especially with specific niche expertise.

9.2.6 Analytics-Focused Software Developers

Companies in this category have developed analytics software to analyze data that have been collected in a data warehouse or are available through one of the platforms identified earlier (including Big Data). It can also include inventors and researchers in universities and other organizations that have developed machine learning algorithms for specific types of analytics applications. We identify major industry players in this space along the three types of analytics: descriptive, predictive, and prescriptive analytics.

Reporting/Descriptive Analytics

Reporting or descriptive analytics is enabled by the tools available from the Middleware industry players identified earlier or unique capabilities offered by focused providers. For example, Microsoft's SQL Server BI tool kit includes reporting as well as predictive analytics capabilities. On the other hand, specialized software is available from companies such as Tableau for visualization. SAS also offers a Visual Analytics tool with similar capacity. There are many open-source visualization tools as well. Literally, hundreds of data visualization tools have been developed around the world, and many such tools focus on visualization of data from a specific industry or domain. Because visualization is the primary way thus far for exploring analytics in industry, this sector has witnessed the most growth. Many new companies are being formed. For example, Gephi, a free and open-source software, focuses on visualizing networks.

Predictive Analytics

Perhaps the biggest recent growth in analytics has been in predictive analytics and machine learning. Many statistical software companies such as SAS and SPSS embraced predictive analytics early on and developed software capabilities as well as industry practices to employ data mining and classical statistical techniques for analytics. IBM-SPSS Modeler from IBM and Enterprise Miner from SAS are some of the examples of tools used for predictive analytics. Other players in this space include KXEN, Statsoft (recently acquired by Dell), Salford Systems, MATLAB, and scores of other companies that may sell their software broadly or use it for their own consulting practices (next group of companies).

Four open-source platforms (R, RapidMiner, Weka, and KNIME) have also emerged as popular industrial strength software tools for predictive analytics and have companies that support training and implementation of these open-source tools. Revolution Analytics (now a part of Microsoft) is an example of a company focused on R development and training. R integration is now possible with most analytics software. A company called Alteryx uses R extensions for reporting and predictive analytics, but its strength is in shared delivery of analytics solutions processes to customers and other users. Similarly, RapidMiner, Weka, and KNIME are also examples of open-source providers. In addition, companies such as Rulequest (sells proprietary variants of Decision Tree software) and NeuroDimensions (a Neural Network software company) are examples of houses that have developed specialized software around a specific technique of data mining.

Prescriptive Analytics

Software providers in this category offer modeling tools and algorithms for optimization of operations usually called management science/operations research (MS/OR) software. This field has had its own set of major software providers. IBM, for example, has classic linear and mixed-integer programming software. Several years ago, IBM also acquired a company called ILOG, which provides prescriptive analysis software and services to complement their other offerings. Analytics providers such as SAS have their own OR/MS tools–SAS/OR. FICO acquired another company called XPRESS that offers optimization software. Other major players in this domain include companies such as AIIMS, AMPL, Frontline, GAMS, Gurobi, Lindo Systems, Maximal, NGData, Ayata, and many others. A detailed delineation and description of these companies' offerings is beyond the scope of our goals here. Suffice it to note that this industry sector has also seen much growth recently.

Of course, there are many techniques that fall under the category of prescriptive analytics and each has its own set of providers. For example, simulation software is provided by major companies such as Rockwell (ARENA) and Simio. Palisade provides tools that include many software categories. Similarly, Frontline offers tools for optimization with Excel spreadsheet as well as predictive analytics. Decision analysis in multiobjective settings can be performed using tools such as Expert Choice. There are also tools from companies such as Exsys, XpertRule, and others for generating rules directly from data or expert inputs. ORMS Today publishes surveys of software in a specific category periodically, and is thus a good source of information about companies specializing in prescriptive analytics.

Some new companies are evolving to combine multiple analytics models in the Big Data space, including social network analysis and stream mining. For example, Teradata Aster includes its own predictive and prescriptive analytics capabilities in processing Big Data streams. Several companies have developed complex event processing (CEP) engines that make decisions using streaming data, such as IBM's Infosphere Streams, Microsoft's StreamInsight, and Oracle's Event Processor. Other major companies that have CEP products include Apache, Tibco, Informatica, SAP, Druid, and Hitachi. It is worthwhile to note again that the provider groups for all three categories of analytics are not mutually exclusive. In most cases, a provider can play in multiple components of analytics.

9.2.7 Application Developers: Industry-Specific or General

The organizations in this group use their industry knowledge, analytical expertise, solutions available from the data infrastructure, data warehouse, middleware, data aggregators, and analytics software providers to develop custom solutions for a specific industry. Thus, this industry group makes it possible for the analytics technology to be used in a specific industry. Of course, such groups may also exist in specific user organizations. Most major analytics technology providers such as IBM, SAS, and Teradata clearly recognize the opportunity to connect to a specific industry or client and offer analytic consulting services. Companies that have traditionally provided application/data solutions to specific sectors are now developing industry-specific analytics offerings. For example, Cerner provides electronic medical records (EMR) solutions to medical providers and their offerings now include many analytics reports and visualizations. Similarly, IBM offers a fraud detection engine for the health insurance industry, and it is working with an insurance company to employ their Watson analytics platform in assisting medical providers and insurance companies with diagnosis and disease management. Another example of a vertical application provider is Sabre Technologies, which provides analytical solutions to the travel industry, including fare pricing for revenue optimization and dispatch planning.

This cluster also includes companies that have developed their own domain-specific analytics solutions and market them broadly to a client base. For example, Nike, IBM, and Sportvision develop applications in Sports Analytics to improve the play and increase the viewership. Acxiom has developed clusters for virtually all households in the United States based upon the data they collect about households from many different sources. Credit score and classification reporting companies (FICO, Experian, etc.) also belong in this group. This field represents an entrepreneurial opportunity to develop industry-specific applications. Many companies emerging in web/social media/location analytics are trying to profile users for better targeting of promotional campaigns in real time. Examples of such companies and their activities are as follows: YP.com employs location data for developing user/group profiles and targeting mobile advertisements, Towerdata profiles users on the basis of e-mail usage, Qualia aims to identify users through all device usage, and Simulmedia targets advertisements on TV on the basis of analysis of a user's TV-watching habits.

Growth of smartphones has spawned a complete industry focused on specific analytics applications for consumers as well as organizations. For example, smartphone apps such as Shazam, Soundhound, or Musixmatch are able to identify a song on the basis of first few notes and then let the user select it from their song base to play/download/purchase. Waze uses real-time traffic information shared by users, in addition to the location data, for improving navigation. Voice recognition tools such as Siri on iPhone, Google Now, and Amazon Alexa are leading to specialized applications for very specific purposes in analytics applied to images, videos, audio, and other data that can be captured through smartphones and/or connected sensors. Smartphones have also elevated the sharing economy providers. Recently, the sharing economy has gained an immense popularity for the transportation services and has given rise to companies such as Uber, Lyft, Curb, and Ola. The sharing economy concept has also been used by companies such as Airbnb, VRBO, and Couchsurfing for hospitality services. Many of these companies are exemplars of analytics leading to new business opportunities.

Online social media is another hot area in this cluster. Undoubtedly, Facebook is the leading player in the space of online social networking followed by Twitter and LinkedIn. Moreover, the public access to their data has given rise to multiple other companies that analyze their data. For example, Unmetric analyzes the Twitter data and provides solutions to their clients. Similarly, there are several other companies that focus on social network analysis.

Other satellites around this planet are the group of industries in specific industries. To illustrate a few, consider finance, legal, life sciences, and security sector. Companies such as Affirm, Lending Club, Payoff, OnDeck, ZestFinance, Cignify, Wonga, and Dataminr provide financial services to their clients. Several companies are providing legal services to their clients using data analytics. Some of these companies are Brightleaf, Counselytics, Everlaw, Judicata, Premonition.ai, DiligenceEngine, eBrevia, Lex Machina (now acquired by LexisNexis), and Ravel. The group of industries producing life sciences applications include 3scan, 23andMe, Deep Genomics, HumanDX, Kyruus, HealthTap, Metabiota, uBiome, Vital Labs, Ovuline, Tute Genomics, Zephyr Health, Zymergen, and many others. Due to the increasing cases related to cyber security, several companies have emerged in this area. Companies creating security applications for their clients are Area 1 Security, CounterTack, Cybereason, Cylance, Feedzai, Fortscale, Guardian Analytics, Keybase, Recorded Future, Sift Science, Signifyd, ThreatMetrix, and so on. New companies keep coming up, which focus on applications targeted at a specific industry. Turck (2017) provides names of many additional industry-focused analytics providers.

A trending area in the application development industry is the Internet of Things. Several companies are building applications to make smart objects. For example, SmartBin has made Intelligent Remote Monitoring Systems for the waste and recycling sectors. Several other organizations are working on building smart meters, smart grids, smart cities, connected cars, smart home, smart supply chain, connected health, smart retail, and other smart objects.

One of the emerging trends in the analytics industry is deep learning. It involves use of hierarchical algorithms to model higher level abstractions in the data. The industry players in this group include Google, with their products named Tensorflow, Apache Singa, Microsoft Cognitive Toolkit, and several other open-source packages such as MXNet, Theano, and OpenNN. Another evolving label in the analytics industry is virtual reality (VR) analytics. Companies such as Google, Facebook, and GE are investing and showing great interest in this emerging area.

The start-up activity in this sector is growing and is in major transition due to technology/venture funding and security/privacy issues. Nevertheless, the application developer sector is perhaps the biggest growth industry within analytics at this point. This cluster provides an innovative pool of talent to the hiring managers.

We next introduce the “inner orbit” of the analytics planetary system. These clusters can be called analytics accelerators. Although they may not be involved in developing the technology directly, these organizations have played a key role in shaping the industry.

9.2.8 Analytics Industry Analysts and Influencers

This cluster includes three types of organizations or professionals. The first group is the set of professional organizations that provide advice to the analytics industry providers and users. Their services include marketing analyses, coverage of new developments, evaluation of specific technologies and development of training/white papers and so on. Examples of such players include organizations such as the Gartner Group, The Data Warehousing Institute, Forrester, McKinsey, and many of the general and technical publications and Web sites that cover the analytics industry. Gartner Group's Magic Quadrants are highly influential and are based on industry surveys. Similarly, TDWI.org professionals provide excellent industry overview and are very aware of current and future trends of this industry.

The second group includes professional societies or organizations that also provide some of the same services but are membership based and organized. For example, INFORMS is focused on promoting analytics. Special Interest Group on Decision Support and Analytics (SIGDSA), a subgroup of the Association for Information Systems, also focuses on analytics. Most of the major vendors (e.g., Teradata and SAS) also have their own membership-based user groups. These entities promote the use of analytics and enable sharing of the lessons learned through their publications and conferences. They may also provide recruiting services and are thus good sources for locating talent.

A third group of analytics industry analysts is what we call analytics ambassadors, influencers, or evangelists. These folks have presented their enthusiasm for analytics through their seminars, books, and other publications. Illustrative examples include Steve Baker, Tom Davenport, Charles Duhigg, Wayne Eckerson, Bill Franks, Malcolm Gladwell, Claudia Imhoff, Bill Inman, and many others. Again, the list is not inclusive. All of these ambassadors have written books (some of them bestsellers!) and/or given many presentations to promote the analytics applications. Perhaps another group of evangelists to include here is the authors of textbooks on business intelligence/analytics who aim to assist the next cluster to produce professionals for the analytics industry.

9.2.9 Academic Institutions and Certification Agencies

In any knowledge-intensive industry such as analytics, the fundamental strength comes from having students who are interested in the technology and choose that industry as their profession. Universities play a key role in making this possible. This cluster, then, represents the academic programs that prepare professionals for the industry. It includes various components of business schools such as information systems, marketing, management sciences, and so on. It also extends far beyond business schools to include computer science, statistics, mathematics, and industrial engineering departments. Universities are offering undergraduate and graduate programs in analytics in all of these disciplines, though they may be labeled differently. A major growth frontier has been certificate programs in analytics to enable current professionals to retrain and retool themselves for analytics careers. Certificate programs enable practicing analysts to gain basic proficiency in specific software by taking a few critical courses of schools offering. INFORMS Web site includes a list of many such programs, with new ones being added daily.

Another group of players assists with developing competency in analytics. These are certification programs to award a certificate of expertise in specific software. Virtually every major technology provider (IBM, Microsoft, Microstrategy, Oracle, SAS, Tableau, and Teradata) has its own certification program. These certificates ensure that potential new hires have a certain level of tool skills. On the other hand, INFORMS offers a Certified Analytics Professional (CAP) certificate program that is aimed at testing an individual's general analytics competency. Any of these certifications give a college student additional marketable skills.

The growth of academic programs in analytics is staggering. Only time will tell if this cluster is overbuilding the capacity that can be consumed by the other clusters, but at this point the demand appears to outstrip the supply of qualified analytics graduates and this is the most obvious place to find at least entry level analytics hires.

9.2.10 Regulators and Policy Makers

The players in this component are responsible for defining rules and regulations for protecting employees, customers, and shareholders of the analytics organizations. The collection and sharing of the users' data require strict laws for securing privacy. Several organizations in this space regulate the data transfer and protect users' rights. For example, the Federal Communications Commission (FCC) regulates interstate and international communications. Similarly, the Federal Trade Commission (FTC) is responsible for preventing data-related unfair business practices. The International Telecommunication Union (ITU) regulates the access to Information and Communication Technologies (ICT) to underserved communities worldwide. On the other hand, a nonregulatory federal agency named the National Institute of Standards and Technology (NIST) helps advance the technology infrastructure. There are several other organizations across the globe that regulate the data security. This is a very important component in the ecosystem so that no one can misuse the consumers' information.

For anyone developing or using analytics application, it is crucial to have someone on the team who is aware of the regulatory framework. These agencies and professionals who work with them clearly offer unique analytics talents and skills.

9.2.11 Analytics User Organizations

Clearly, this is the economic engine of the whole analytics industry, and therefore, we represent this cluster as the core of the analytics planetary system. If there were no users, there would be no analytics industry. Organizations in every industry, regardless of size, shape, and location, are using analytics or exploring the use of analytics in their operations. These include private sector, government, education, military, and so on around the world. Companies are exploring opportunities in analytics space to try to gain/retain a competitive advantage. Specific companies are not identified in this section. The goal here is to see what type of roles analytics professionals can play within a user organization.

Of course, the top leadership of an organization, especially in the information technology group (Chief Information Officer, etc.), is critically important in applying analytics to its operations. Reportedly, Forrest Mars of the Mars Chocolate Empire said that all management boiled down to applying mathematics to a company's operations and economics. Although not enough senior managers subscribe to this view, the awareness of applying analytics within an organization is growing everywhere. A health insurance company executive once told us that his boss (the CEO) viewed the company as an IT-enabled organization that collected money from insured members and distributed it to the providers. Thus, efficiency in this process was the premium they could earn over a competitor. This led the company to develop several analytics applications to reduce fraud and overpayment to providers, promote wellness among those insured so they would use the providers less often, generate more efficiency in processing, and thus be more profitable.

Virtually all major organizations in every industry that we are aware of are hiring analytical professionals under various titles. Figure 9.2 is a word cloud of the selected titles of our program graduates at Oklahoma State University from 2013 to 2016. It clearly shows that analytics is a popular title in the organizations hiring graduates of such programs. Other key words appear to include terms such as Risk, Health, Security, Revenue, Marketing, and so on.

Figure depicts word cloud of titles of Analytics Program Graduates.

Figure 9.2 Word cloud of titles of Analytics Program Graduates.

Of course, user organizations include career paths for analytics professionals moving into management positions. These titles include project managers, senior managers, and directors, all the way up to Chief Information Officer or Chief Executive Officer. This suggests that user organizations exist as a key cluster in the analytics ecosystem, and thus can be a good source of talent. It is perhaps the first place to find analytics professionals within the vertical industry segment.

Other than the talent sources discussed in this chapter, the analytics talent can be found within the organization itself. It is possible that the current employees of the organization have the common analytical skills, which are not visible. Such employees can be identified by hosting analytics competitions in the organization. In addition, the individuals with Lean Six Sigma certifications can be of interest to the analytics industry.

9.3 Conclusions

The purpose of this chapter has been to present a map of the landscape of the analytics industry. Eleven different groups that play a key role in building and fostering this industry are identified. More planets/components and orbits can be added over time in the analytics ecosystem. Because data analytics requires a diverse skillset, understanding of this ecosystem provides a richer pool of analytics talent to the hiring managers. Moreover, it is possible for professionals to move from one industry cluster to another to take advantage of their skills. For example, expert professionals from providers can sometimes move to consulting positions or directly to user organizations. Overall, there is much to be excited about the analytics industry at this point.

References

  1. 1 Ransbotham S, Kiron D, Prentice PK (2015) The talent dividend. MIT Sloan Manage. Rev. 56 (4): 1.
  2. 2 Deloitte (2016) Analytics trends 2016–the next evolution. Available at www2.deloitte.com/na/en/pages/risk/articles/analytics-trends-2016.html.
  3. 3 Hiltbrand T, Hart R (2014) Bridging the analytics skill gap with crowdsourcing. Bus. Intell. J. 19 (2).
  4. 4 Burgelman L (2015) The rise of the citizen data scientist. Retrieved from http://www.ngdata.com/the-rise-of-the-citizen-data-scientist/.
  5. 5 Young MB (2015) Buy, build, borrow, or none of the above? new options for closing global talent gaps. Retrieved from https://www.conference-board.org/publications/publicationdetail.cfm?publicationid=2904.
  6. 6 Davenport TH, Patil DJ (2012) Data scientist. Harvard Bus. Rev. 90, 70–76.
  7. 7 Sharda R, Delen D, Turban E (2017) Business Intelligence, Analytics, and Data Science: A Managerial Perspective, 4th ed. ( Pearson, Boston).
  8. 8 Turck M (2016) Is Big Data still a thing? (The 2016 Big Data landscape). Retrieved from http://mattturck.com/2016/02/01/big-data-landscape/.
..................Content has been hidden....................

You can't read the all page of ebook, please click here login for view all page.
Reset