Writer, classic rock lover, dog rescuer, company founder, software exec, and now independent management consultant--I speak, blog, and pester my friends about these topics. My current focus is getting IT and business organizations to collaborate more effectively and not kill each other. I also talk and write about big data, why analytics is fundamentally strategic, how to pitch business execs on IT projects, and why not to buy a dog from a pet store.

I’ve lived in London, Paris, and Sydney, but call L.A. home. #weatherwimp. I cultivate an organic vegetable garden and friends with issues. I’ve written three books, co-authored a fourth, and contributed to a bunch more. (I have another one in my head waiting to come out, but it’s crowded in there right now.) I prefer Def Leppard to Bon Jovi, mashed potatoes to brown rice, fly fishing to golf, Pinot Noir to Zinfandel, and nice people to assholes. I have a tattoo. I’m not telling you where. I feel guilty that I go hot and cold on social media, that I don’t spend enough face time with my friends, that my French is rusty, and that I ate that whole bag of Kirkland peanut butter cups in less than a week. I have to live with those things.

Q&A with Jill Dyché: If It Moves, Blame the Romans

Q&A with Jill Dyché: If It Moves, Blame the Romans

In which Jill looks on the bright side of life.
I have an abiding love of all things Monty Python. I’ve been laughing at inappropriate times lately remembering some scenes in the off-the-chain irreverent comedy, “Life of Brian.” (In this political climate, it bears a repeat viewing.) In one scene a group of Judeans sits at a table complaining about the Romans.

Answering the question, “What have the Romans ever done for us?” a group of Judeans answer their leader Reg (played by John Cleese):

“The aqueduct?”


“And the roads!”




“And the wine!”

This scene came to mind recently when I read a letter from Craig, who leads a team of data scientists.

Hi Jill,

I suspect you’ve seen this problem before, but it feels very unique to me. I’ve been leading a team of data scientists at a major retailer, and I can safely claim that we have been a success.  

We’ve reached a petabyte of data from both inside and outside the company, and it’s enriched our understanding of our customers’ behaviors as well as the efficiencies of our business processes. Our insights into shelf space management have resulted in near-real time product placement and pricing decisions. I can even quantify how much my team has saved the company, and our contribution to revenues. (We are data people, after all! <grin>.)

My boss recently made an offhand comment that has me bothered. He said he didn’t know “how much longer the company can afford our science experiment.” At first I thought he was talking about a particular project—a machine learning prototype in our supply chain division.

But then it dawned on me that he was talking about MY TEAM! I haven’t told anyone this but now I feel completely unrecognized and under-appreciated. If he doesn’t see our value by now, when will he? Any advice for getting him to understand our benefit?

                                                              --Craig, New York

Sorry, Craig, your boss sounds like Reg, taking the Romans for granted:  “But apart from the sanitation, the medicine, education, wine, public order, irrigation, roads, the fresh-water system and public health, what have the Romans ever done for us?”

Impressively—and, perhaps, presciently—you seem to have been keeping track of your team’s contributions along the way. My question back to you is, have you shared this information? A group of smart people isn’t enough. You have to showcase your successes. You’ve earned the right, Craig.

I suggest doing two things, pronto:

First, document your measures. Your email says you can quantify cost savings and revenue contributions. Have you written those down and shared them? No executive is going to ignore hard ROI from an advanced analytics group. But if you’re like most managers, you’re making the assumption that more people are paying attention to you than they are.

If you haven’t yet determined actual metrics for your team, you have an opportunity to define them. Include tried and true key performance indicators and cost savings numbers so important to margin-sensitive retailers. Then throw in some non-traditional metrics, which can give a team of data scientists a halo effect. For instance, innovating solutions allowing the company to sunset legacy systems and enliven sclerotic business processes is a skill often unique to data science teams and should be celebrated.

Second, share your results with executives. Your boss might be clinging to established orthodoxies that have less relevance in the digital age. So relying on him to proselytize your team’s accomplishments could be fraught. Schedule a “Results Report-Out” meeting with your boss and his superiors, and show some of the hard numbers you refer to earlier. Invite some of your team members to share stories of successful efforts. Use the meeting to discuss everyone’s expectations for moving forward.

The risk is that this meeting becomes an argument about your numbers. Let it. (You guys are data scientists. You’ll win.)

In defending your value proposition remember to avoid the jargon that can alienate executives who might otherwise be supportive. Be specific, so no one conflates your team of data scientists with other analytics or innovation efforts. And highlight specialized skills if you can.

Or, as Brian said: “You’ve got to think for yourselves! You are all INDIVIDUALS!”

(The Crowd: “We’re all individuals!”)

Now get out there and lead them, Craig!

Original post on “Q&A with Jill Dyché” column on Upside.comPhoto credit: By Paolo Costa Baldi - Own work, CC BY-SA 3.0, Link.

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