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The Kinds of Data Scientist

The document discusses different types of data scientists, including decision scientists who create outputs for humans in the form of recommendations, and modeling scientists who create outputs for machines like models and algorithms. It also discusses related roles like data engineering and analytics engineering. Organizations should consider their stage and how vital data is to their product when deciding which type of data scientist to hire.

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abhijeetrajaryan
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13 views

The Kinds of Data Scientist

The document discusses different types of data scientists, including decision scientists who create outputs for humans in the form of recommendations, and modeling scientists who create outputs for machines like models and algorithms. It also discusses related roles like data engineering and analytics engineering. Organizations should consider their stage and how vital data is to their product when deciding which type of data scientist to hire.

Uploaded by

abhijeetrajaryan
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Analytics And Data Science

The Kinds
by Yael Garten
of Data Scientist
November 06, 2018

Monty Rakusen/Getty Images

Summary. In 2012, HBR dubbed data scientist “the sexiest job of the 21st
century”. It is also, arguably, the vaguest. To hire the right people for the right roles,
it’s important to distinguish between different types of data scientist. There are
plenty of different distinctions that... more

In 2012, HBR dubbed data scientist “the sexiest job of the 21st
century”. It is also, arguably, the vaguest. To hire the right people
for the right roles, it’s important to distinguish between different
types of data scientist. There are plenty of different distinctions
that one can draw, of course, and any attempt to group data
scientists into different buckets is by necessity an
oversimplification. Nonetheless, I find it helpful to distinguish
between the deliverables they create. One type of data scientist
creates output for humans to consume, in the form of product and
strategy recommendations. They are decision scientists. The
other creates output for machines to consume like models,
training data, and algorithms. They are modeling scientists.

1. Data science for humans: the consumers of the output are


decision makers like executives, product managers, designers, or
clinicians. They want to draw conclusions from data in order to
make decisions such as which content to license, which sales
lead to follow, which medicine is less likely to cause an allergic
reaction, which webpage design will lead to more engagement or
more purchases, which marketing email will yield higher revenue,
or which specific part of a product user experience is suboptimal
and needs attention. These data scientists design, define, and
implement metrics, run and interpret experiments, create
dashboards, draw causal inferences, and generate
recommendations from modeling and measurement.
2. Data science for machines: here the consumers of the output
are computers which consume data in the form of training data,
models, and algorithms. Examples of the work products of these
data scientists are: recommendation systems which recommend
what shirt a customer might like or what medicine a physician
should consider prescribing based on a designed optimization
function, such as optimizing for customer clicks or for minimizing
readmission rates to the hospital. Depending on the engineering
background of these data scientists, these work products are
either deployed directly to the production system, or if they are
prototypes they are handed off to software engineers to help
implement, optimize and scale them.
The elusive full stack data scientists do exist, though they are
hard to find. In most organizations, it makes sense for data
scientists to specialize into one type or another. But data scientist
are curious creatures who thrive from being able to creatively
dabble; there are benefits to giving them flexibility to work on
projects that touch both “types” – both for them and for the
organization. (The sidebar offers more detail on how the two
types of data scientists differ not only in their skills and the work
they do, but in whom they partner with and their measures of
success.)

Decision Scientist vs. Modeling Scientist

Who consumes the output? Decision scientist: Humans.


Modeling scientist: Machines. What is the output?
Decision ...

A more detailed look at data roles

In larger and more sophisticated data operations, more fine-


grained roles are necessary. Here are five key areas that contribute
to data science operations. In small organizations, one person will
do several of these things. In slightly bigger teams, each of these
may be a role staffed by one or more individuals. In larger
operations, each may be a team unto itself. These roles cover the
creation, maintenance, and use of data, and are in addition to the
data scientists described above (decision scientists and modeling
scientists).

Data infrastructure: data ingestion, availability, operations,


access, and running environments to support workflows of data
scientists. e.g. running Kafka and a Hadoop cluster
Data engineering: determination of data schemas needed to
support measurement and modeling needs, and data cleansing,
aggregation, ETL, dataset management
Data quality and data governance: tools, processes, guidelines
to ensure data is correct, gated and monitored, documented,
standardized. This includes tools for data lineage and data
security.
Data analytics engineering: enabling data scientists focused on
analytics to scale via analytics applications for internal use, e.g.
analytics software libraries, productizing workflows, and analytic
microservices.
Data-product product manager: creating products for internal
customers to use within their workflow, to enable incorporation of
measurement created by data scientists. Examples include: a
portal to read out results of A/B tests, a failure analysis tool, or a
dashboard that enables self serve data and root cause diagnosing
of changes to metrics or model performance.
Who to hire

So which kind of data scientist should you be recruiting? To


answer that question, first decide what stage you are in with your
data operation, and second ask how vital data is to your product.
If you’re a small organization just starting off and hiring your first
data scientist, try to hire someone who can span as many of these
roles as possible — the elusive full stack data scientist. If you’re
larger or farther along in your data operation, the answer will
depend more on how essential data is to your product. If your
product is going to depend on machine learning from inception,
you’ll need machine learning expertise in your first hire, or your
first leader. If, by contrast, you’re looking to identify product
opportunities or to improve general decision-making throughout
the organization, you’ll need someone more trained in decision
science, descriptive and predictive analytics, and statistics, and
someone who can translate how to use data across the leadership
team and to non-technical partners.

Finally, if you don’t have internal data in a format that is


consumable or reasonable, you will need a data scientist with a
strong enough engineering or computer science background that
they can work with engineers to guide what data must be
captured and how, before they can start their work.

How to organize
Much has already been written about how data science functions
should be organized. Perhaps the most important point is that if
data science is a strategic differentiator for the organization, the
head of the data science unit should ideally report into the CEO. If
this is not possible, they should at least report into someone who
understands data strategy and is willing to invest to give it what it
needs. Data science has its own skillset, workflow, tooling,
integration processes, culture; if it is critical to the organization it
is best to not bury it under a part of the organization with a
different culture.

The other big question is whether and how to embed data science
into the different business lines. There are three basic models:
centralized in one data science team, distributed throughout the
business lines, or a hybrid between the two where you have a
centralized team reporting into one head, but physically co-locate
and embed teams of data scientists into business units long term.
Unless your data operation includes several hundreds of
employees, it’s pretty clear at this point that the hybrid model is
most effective. (If you reach this scale, a fully distributed model
can make sense, but very few companies work this way.)

In the hybrid model, the centralization in reporting structure


enables data scientists to have career progression and growth in a
ladder specialized for data scientists, to grow with and be assessed
against their peers, and to facilitate and ensure that best practices
will be shared across them since they are not each in their own
silos. (Establishing this peer group is key; data scientists are
curious creatures that want to grow and learn from each other.)
Due to the reporting structure, it also enables the leader to more
easily promote internal mobility across business groups; this
cross-pollination across the company is usually a large benefit.

At the same time, embedding within business groups enables data


scientists to establish themselves as domain experts in their
business group, and develop a rapport with business partners as
an essential long-term part of the team. This partnership will
provide the data scientists with rich business context, enabling
them to have maximal impact by truly understanding and
guiding what business priorities should be addressed using data,
and how.

What data scientists need to succeed

Although different kinds of data scientists may have different


specialties or duties, there are a few things they all need to
succeed. They need business partners who can help them
integrate into the core business line and product line. They need
data partners — such as software application engineers and data
infrastructure engineers — who help ensure the necessary
foundational data instrumentation and data feeds are correct,
complete, and accessible. And they need leaders willing to invest
in the foundations necessary for their work, including data
quality, data management, data visualization and access
platforms, and a culture of expecting data to be part of the process
of business and product development. Key to this is allotting
appropriate (and often underestimated) time within the
development process for data and measurement. Far too often,
product and software teams think of data and measurement as
something they can quickly “add on” at the end.

A final piece of advice for those hiring data scientists: Look for
people who are in love with solving problems, not with specific
solutions or methods, and for people who are incredibly
collaborative. No matter what kind of data scientist you are
hiring, to be successful they need to be able to work alongside a
vast variety of other job functions — from engineers to product
managers to marketers to executive teams. Finally, look for people
who have high integrity. As a society, we have a social
responsibility to use data for good, and with respect. Data
scientists hold the responsibility for data stewardship inside and
outside the organization in which they work.

YG
Yael Garten is the Director of Siri Data Science
and Engineering at Apple.

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