As someone who came to analytics from the operational side, this “glue” concept is what drew me to the field (though I couldn’t have articulated it exactly like that prior to reading this piece). I could sense that the technical folks didn’t really care for this kind of work, but I needed to be effective operationally so I had to plead or cajole this kind of info out of them. I think this gap between what the technical folks wanted to be doing and what operational folks actually needed is what motivated me to “move left,” so to speak, because I saw an opportunity to make a real impact that wouldn’t happen otherwise.
I know exactly what you mean. I started my career as a business analyst but not the quantitative kind, that came later. There’s a huge opportunity for “glue people” to thrive in analytics (if we keep calling it that) In fact Neil Irwin claims it’s the most desirable role https://bigthink.com/leadership/how-to-succeed-at-work/
As someone who came to analytics from the operational side, this “glue” concept is what drew me to the field (though I couldn’t have articulated it exactly like that prior to reading this piece). I could sense that the technical folks didn’t really care for this kind of work, but I needed to be effective operationally so I had to plead or cajole this kind of info out of them. I think this gap between what the technical folks wanted to be doing and what operational folks actually needed is what motivated me to “move left,” so to speak, because I saw an opportunity to make a real impact that wouldn’t happen otherwise.
I know exactly what you mean. I started my career as a business analyst but not the quantitative kind, that came later. There’s a huge opportunity for “glue people” to thrive in analytics (if we keep calling it that) In fact Neil Irwin claims it’s the most desirable role https://bigthink.com/leadership/how-to-succeed-at-work/