His main point: the world of analytics is putting up walls to what otherwise could be some really great analysts. We perhaps focus too much on technical skills; at the expense of finding great “puzzle solvers” who can write and communicate effectively. (View Highlight)
We know how to teach SQL, Python, R, and statistics. What we don’t know is how to teach the soft skills - the curiosity and tenacity to break down a problem, invent a solution, and persuade others. (View Highlight)
When a general manager constructs a basketball team, they sign new team members after carefully considering their strengths and weaknesses and how they fit alongside the rest of the team. The best managers construct a roster that’s balanced and works well together - with some who excel at 3 point shooting, others at rebounding, defense, passing, etc. Analytics leaders need to think similarly when building a team made up of folks that spike on various competencies - technical abilities, puzzle solving, process construction, communication, persuasion, etc. The first step then is getting super clear on the exact competencies that make a great team. (View Highlight)
I never required SQL experience when hiring analysts at Intercom and still wouldn’t if I were building another team of analysts. I did however require that every analyst prioritize learning SQL in their first two weeks on the job. And, guess what, every single person did so (View Highlight)
Standing squarely against this idea are the simple facts that 1) we’re all super busy and 2) oftentimes great analysis can’t be shared publicly (one of my biggest gripes with the job) (View Highlight)
