@JMateosGarcia, Nesta, 17 July 2014

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The UK’s innovation foundation. An

independent charity with a mission to

help people and organisations bring

great ideas to life.

Prologue: Understanding the Datavores

1. Rise of the Datavores 2. Inside the Datavores …

• A three-year programme of research aiming to

generate robust, independent evidence to inform

policy and practice enabling UK businesses to create

value from their data

3

Only 18% of

UK companies

commercially

active online =

data-driven

Data-driven

company 8%

more

productive

than the

average

The human face of the data revolution

0

200

400

600

800

1000

1200

1400

1600

1800

2005 2012

Inte

rne

t D

ata

(20

05

=10

0)

“Big data will produce

progress, eventually.

How quickly it does, and

whether we regress in

the meantime, will

depend on us”

4

Mythical creatures

5

Model Workers

Audience Questions

Everyone What are the skills of productive data

analysts?

Educators Is the education system producing

enough of them?

Managers How can managers organise their data

talent to create value?

We interviewed managers of

data analysis teams, HR

managers, data scientists and

CTOs. We targeted companies

where data plays an important

role in production and/or

operation.

6

Data landscape: Four Data modes

Variety

Vo

lum

e

Business

Intelligence

(Analytics)

Data intensive science

(Com bio, epidemiology)

Web Analytics

(digital marketing)

Big data (data

scientists)

7

Data landscape: Four Data modes

8

One mode to rule them all?

Variety

Vo

lum

e

Business

Intelligence

(Analytics)

Data intensive science

(Com bio, epidemiology)

Web Analytics

(digital marketing)

Big data (data

scientists)

9

Supply (better tech

and more data) &

demand (competition)

driving firms into the

‘big data corner’

The perfect analyst

Analysis +

computing

Domain

knowledge +

Business savvy

Storytelling +

team-working

Creativity +

curiosity

Th

e p

rofile

mo

st o

f o

ur

resp

on

de

nts

lo

ok fo

r

4 in 5

bizreport

difficulties

recruiting

Talent lacks

skills +

experience

Not enough

talent

Talent without

the right mix of

skills

Internal capacity

issues

10

Future trends…

L

w

SupplyDemand

Better toolsEducation

adapts

More sectors

become data-

driven

Better tools lower

barriers to entry

for SMEs

Education

adapts too

slowly…

? In the short-term, data

talent crunch + some

instances of offshoring

11

How are the companies we interviewed

managing this situation?

Good p

ractie

sfo

r the

managem

ent o

f cre

ativ

e ta

lent +

innovativ

e w

ork

12

Policy implicationst

Develop

workforce skills

Build up the data

scientist

profession

Ensure access to

overseas talent

Better university-

industry

communication

Promote inter-

disciplinarity

Improve teaching

of math + stats in

school

Change

perceptions of

data jobs as

uncreative and

boring!

13

Next stepst

Model workers: Final report

Autumn

Analysis of new data

including firm survey

(N=400) and data about

destinations of graduates

from quant subjects.

Policy development with

government

Business dissemination

Something more practical?

?

14

15

THANKS!

Juan.mateos-garcia@nesta.org.uk

@JMateosGarcia