Wiley & sas business Series

   Value Architecture 
 Data scientists are a key part of the picture. However, they ’re not the 
answer on their own. Insight without the ability to get the organiza-
tion to act on it is wasted potential. The biggest mistake organizations 
often make is to assume that their data scientist can do  everything . In 
some rare cases, she can. Usually though, getting value out of big data 
and business also requires someone to focus on selling the value of 
change. 
 Like the opposing forces of  yin  and  yang , data scientists need their 
counterpart if they ’re to create value. Too much insight can be detri-
mental; faced with a data deluge, the worst thing one can do is to use 

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B I G   D A T A ,   B I G   I N N O V A T I O N
that data to generate even more data! Left alone, many data scientists 
will fl y beyond their organization ’s ability to comprehend the value of 
what they ’re doing. 
 The answer isn ’t to stop them from being smart or innovative. 
Instead, it 
’s to make sure that they 
’re complemented by someone 
focused on helping the organization transition and change. This is a dif-
ferent skill set, one characterized by  value architects . These  theotors , liter-
ally the “gods of twist,” are experts in change. Almost  actipreneurs , they 
are experts in making sure insights are acted on to drive real benefi ts. 
 Unlike data scientists, they care a bit less about the insight. Instead, 
they care about the organization ’s ability to realize  value  from that 
insight. They ’re often more passionate about innovation and getting 
the business to change for the better than they are about the specifi cs 
of the “how.”  
 3  
 
 Communication is obviously a key part of this. However, their 
skills go beyond those of a data scientist. Their role is that of a true 
change agent, one who understands how to defi ne, persuade, and 
drive organizational transformation. While they may not have the 
analytical capability to mirror the best data scientists, they ’re unparal-
leled in getting the organization to change the way it operates. 
 Change starts with a sense of urgency. Value architects help the orga-
nization understand what the change is worth. They help the organiza-
tion navigate the path to get there. Finally, they use those successes to 
fuel the next round of change. Value architects are the link that enables 
the organization to get value out of the analytical capabilities. While 
some data scientists are  also  value architects, most aren ’t. The goal of a 
value architect is to move the insight through to action and, eventually, 
change. They ’re also the key to unlocking longer-term differentiation. 
They ensure a focus on linking tactical gains into strategic benefi ts.