"Offering managers didn’t have technical backgrounds and sometimes came up with ideas for new products that were simply impossible." Sounds like they drank their own kool-aid, e.g., "Products That Enhance and Amplify Human Expertise," rather than understand the actual limitations and possibilities of ML. And it seems to me that they're still doing it with this nonsense about a human-level "AI" debating stack. The ove…
Here are a few of my notes (my words not the interviewee's):
- in order to use data science, you have to have creative people thinking about data on the front end
- they don't have to be data scientists, but they need to be creative and want data to support decisions and iteration via feedback loops
- that creativity and desire will lead to "doing good data science"
- management on the receiving end of data science output must be intelligent in terms of synthesizing many inputs and have a strong desire to puzzle through the implications. If management is asking the data science to actually make the decisions - the situation is broken
- data science must be done with provisions for decision support and feedback loops; this is the output that is helping drive the business.
- Lack of desire for decision support and feedback loops leads to "fancy pets" and management using data science as a means to brag about what they are doing; but the data science might not being doing anything to drive the business meaningfully.
- data science that attempts to actually make decisions vs providing decision support is likely in the category of "commodity data science". Corollary : non-commodity data science is the kind that supports decisions in executing higher-level business strategy. Strategy at that level has rather unique attributes and is embedded in unique circumstances for a particular business. This requires a good data scientist to help tackle.
(hope this is useful)
(edit typos,grammar)