icm2re logo. icm2:re (I Changed My Mind Reviewing Everything) is an 

ongoing web column edited and published by Brunella Longo

This column deals with some aspects of change management processes experienced almost in any industry impacted by the digital revolution: how to select, create, gather, manage, interpret, share data and information either because of internal and usually incremental scope - such learning, educational and re-engineering processes - or because of external forces, like mergers and acquisitions, restructuring goals, new regulations or disruptive technologies.

The title - I Changed My Mind Reviewing Everything - is a tribute to authors and scientists from different disciplinary fields that have illuminated my understanding of intentional change and decision making processes during the last thirty years, explaining how we think - or how we think about the way we think. The logo is a bit of a divertissement, from the latin divertere that means turn in separate ways.

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What is the essence of data science?

About the first rule of any continuous development programme

How to cite this article?
Longo, Brunella (2016). What is the essence of data science? About the first rule of any continuous development programme. icm2re [I Changed my Mind Reviewing Everything ISSN 2059-688X (Print)], 5.1 (January).

How to cite this article?
Longo, Brunella (2016). What is the essence of data science? About the first rule of any continuous development programme. icm2re [I Changed my Mind Reviewing Everything ISSN 2059-688X (Online)], 5.1 (January).
Full-text accessible at http://www.brunellalongo.co.uk/

London, 20 May 2016 - A customer asked me what in my opinion should be the essence of a management development initiative on data science and if I could design a short programme accordingly. Oh dear, I thought. But of course the question was absolutely appropriate and legitimate, especially while considering that the answer would be given in exchange for money - that is the reason why I offer information management advice.

Since many of the employees of the company hold degrees in mathematics, statistics, computer science, physics or engineering, and I was sure they work on data science issues on a daily basis, I asked back, first of all, why they wanted to organise a developmental programme on data science for managers. My customer put on the table various flattering considerations citing my past endeavours. I brutally said they are long bygone and not pertinent to the design effort required in their specific circumstances. He eventually admitted the idea to involve a consultant came because the Chief Executive asked him “what’s in there for us” - alluding to the data revolution. They both realised they had not yet a technical, content or knowledge problem but a change management issue. He thought I could help find or design an answer.

So we started and successfully concluded a small project in few weeks. I found it so intriguing that at the end of it I came up with a neologism, knowdging, fusion of knowledge management and nudging, I write about in the next two articles of icm2:re, and with several other ideas useful to reconsider and update past evaluations of social networks analysis and social media.

But, for now, here are my short and long answers to the question “how to find the essence of data science”. The contents of the bespoke continuous professional development programme on the matter remain, of course, very peculiar and strictly confidential.

The short answer

For a short answer, I said, we can borrow the golden rule of the Royal Electrical and Mechanical Engineers Corps: "above all, keep an eye on the ball“.

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