It is possible that the next IT innovator could emerge from the fields of literature, history, or music. The advantages extend beyond just analytics.
The demand for big data analytics is high due to its potential value. According to McKinsey, the healthcare industry in the U.S. alone could generate over $300 billion annually through big data creativity, and retailers could increase their operating margin by more than 60% with analytics. CEOs are pushing IT departments to deliver, but the problem lies in the lack of high-performance data analytics talent. While IT infrastructure is not the issue, the shortage of skilled individuals makes big data a people problem that technologists need to address.
Option 1: Purchase the item. Appeal to individuals with inquisitive minds and those in high-level executive positions.
- IT leaders desire to easily find data analytics employees
- Labor shortage hinders recruitment efforts
- Understanding what attracts and retains data analytics professionals is crucial
- Enterprises should offer interesting challenges and access to leadership
- Strategic investment in recruitment efforts is necessary for success
Main Idea: Approach the recruitment of big data talent in a similar manner to a marketing campaign. Understand the target audience, effectively convey the benefits of the position through different channels, and eliminate any obstacles that may hinder success.
Option 2: Create a customized approach to unlock the potential of big data through internal talent recognition, training, and strategic partnerships.
- Join forces with competitors, build solutions internally
- Big data projects require internal talent development
- Internal focus leads to successful data analytics
- Understanding business is more important than raw math ability
- Invest in existing analyst resources before looking externally
Main Idea: The big data Messiah cannot be fulfilled by one person alone. Instead, break down the data science role into separate functions and look for internal employees who are already familiar with the business. Bridge any skill gaps through training and collaboration, and explore partnerships to enhance the enterprise’s own capabilities.
Option 3: Reconsider traditional views of IT professionals to drive innovation in the IT field.
- CIOs typically compete for a small percentage of college graduates with STEM degrees
- Limited H1B visas are sought after to fill talent gaps in the US
- IT leaders often prioritize candidates with math and science backgrounds for big data roles
- Harvard Business Review argues that data analytic talent is often not integrated into mainstream business processes
- Companies are finding success by incorporating non-traditional talent in areas like big data and social business
Main Idea: Employing a head-hunter to recruit individuals with backgrounds in history and music will not suffice to revamp an underperforming IT department and establish the data-driven, adaptable, customer-centric IT that businesses desire. However, a well-balanced combination of arts, sciences, mathematics, and business could potentially bring about significant change.
