Wiley & sas business Series

particular group. Instead of being a disembodied voice on the other 
end of a phone, they become part of the team. 
 Because their skills are portable between business problems, data 
scientists and value architects fi t this model perfectly. While they may 
still report into a different area, they become embedded in one of the 
three groups and help support invention, evolutionary improvements, 
or revolutionary innovation. 

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 Finally, the prototype solutions that each of these groups develop 
need to be commercialized in some way. This may involve the opera-
tional use of their analytical assets such as the use of algorithms to guide 
product recommendations, such as Amazon ’s “Related to Items You ’ve 
Viewed” or Netfl ix ’s Recommendations. It may involve the commer-
cialization and/or productization of an algorithm such as the  use of 
Quality Score by Google to inform AdWords. Commercialization goes 
beyond algorithms and mathematics. Among other things, it needs to 
meet regulatory and legal requirements. It needs to be robust and scal-
able enough to ensure business continuity. And, it needs to meet mar-
ket requirements; a great idea is worthless if no-one is interested in it 
or if it ’s too expensive.