系统的学习Data & Analytics

hxsh2000

How to Be More Authentic at Work
在很多的时候，都能听到”华人凭什么可以领导本地人，甚至带领本地人的团队来达到要取得的目标和成就“。很多人又往往因为自信心的不足，对自己的文化和背景的认可不够，对自己的优势甚至能力的没有很强的认可，而在工作中戴着“面具“生存，而这种妥协或者后退一步没办法坚持自己的方式，并不愉快。那么结果往往就只能在其他人擅长或特长的领域里竞争，在这种明显处于竞争劣势的环境中，很容易得到失败的经验，进而越强化无法竞争甚至不能与之竞争，或者做不到的信念。

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Our own experiences can also encourage us to conform, including minority status. In my surveys Opens in new window, I ask people how much they feel that they are a minority, and in which categories, such as age, political orientation, and race. The more areas where we identify as being a minority, the more likely we are to feel pressured to create a facade of conformity. In more collectivist-oriented cultures, which place value on group harmony, the pressure to conform is even greater.

Sometimes, we actually get advice from people we trust that encourages us to conform. I've had some older people in my life say, “Be careful now, keep your head down. Everybody doesn't have to know what's going on in your life.” My elders were concerned that I, an African American woman in the business world, not create a stir and become overscrutinized on matters beyond my work performance. This well-intended advice (and often useful advice, depending upon the context), alongside my inherent human desire to self-actualize, continually inspire me to understand what it means to be more authentic. How do we do that?
"

”
How to be more authentic

Now for that part no one ever explained to you: the nuts and bolts of how to be authentic. To start off, the first question to ask about your core values is whether they are functional. Do they compromise relationships? Is there any bias connected to them? If they are dysfunctional, then it is time to reevaluate them and develop new core values, understanding that it may take some work. Core values are the basis of our habits and are therefore difficult to change, but it’s necessary if those habits (although authentic) are working against you.

As you evaluate your core values, you can ask these questions: What are my negotiables and non-negotiables? What would make my work environment more engaging for me? What would make me feel more authentic? When I am unable to be myself when it comes to my values, how do I feel?

The principle is that when you compromise your core values, you are compromising your well-being.

You don't have to do it all at work. Maybe there are other contexts where you can express your political values, for example. Authenticity is not really about exuding everything and baring your soul all the time. It's about identifying what's important to you and determining how much you can integrate those values into your work life or other areas, so that you can experience life satisfaction, feel engaged, and make a positive contribution to work and society.

The challenge of organizations today is how to manage a workplace that encourages authenticity. As a leader, what do you do when everyone is bringing in diverse perspectives? You have to manage those perspectives in a way that still allows the organization to be efficient and thrive. More than ever, it’s going to require courage. Leaders who are not afraid of difficult conversations. Leaders who are willing to do the work to address their biases and counteract longstanding prejudices against certain perspectives in the workplace.

Those leaders who are willing to take this on will benefit from more innovative conversations, organizational learning, and employees feeling confident and engaged because they're bringing their true selves into the workplace.

It starts with you taking those risks, according to your level of comfort, and taking more steps to reach that threshold where you and those around you experience the full benefits of your authenticity. Remember, authenticity is a journey, and no one can tell you where it should lead you. For some of you, being authentic might be the most courageous thing you have ever done.
“

hxsh2000

Edx 《The Foundations of Happiness at Work》by Berkeley Uni
Learn and Practice "Connectedness at Work"

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Video: Reminders of Connectedness Introduction (2:03)

EVE EKMAN: One of the most effective ways to increase our happiness at work is to strengthen our interpersonal connections. Bringing more trust and care into our social connections helps us coordinate effort, innovate in teams, handle setbacks, and celebrate successes at work. Even if we have close friendships with colleagues at work, we can lose track of these connections when we're under stress.

Does that sound familiar? One way to maintain a greater sense of connection at work is to regularly remind ourselves of our shared humanity, common interests with others, and potential to make a difference in the world at work.

First, we can do this by making changes to the physical space, small aesthetic shifts that support and remind us of our basic commonality and cooperative nature. For example, create a special area where people can informally interact at work, to congregate and chat with snacks or coffee. Does this already exist at your workplace? Can this space be made even more inviting?

Secondly, is there imagery, or art, or other design elements around your space that remind people of our common humanity? An easy way to do this is to set up a shared photo board with family photos, funny pictures from childhood, or employee outings. You can also decorate the walls with images and quotes that inspire connection or togetherness, or even post banners with words like inclusion, community,
or friendship. Creating a workplace setting that makes socializing easy and fun encourages meaningful interactions that can turn into close friendships.

Workplace friendships are linked to increased job satisfaction, performance, effective teamwork, and more. Having friends at work is natural. Humans have a strong propensity to form social bonds wherever
they are. To create a workplace where social connections can thrive, make this space feel welcoming and curate visuals that highlight collaboration.

To get started, go to the next section, Reminders of Connection. Try it now.
"

Learning by Doing:
"
Reminders of Connectedness at Work

Research suggests that even subtle reminders of connection, operating below the conscious level, can lead to concrete, measurable increases in altruistic behavior, creating positive interactions at work. Studies show that positive interactions at work are linked to increased job satisfaction, job performance, cooperation, and more. This exercise walks you through the process of considering how you can add reminders of social connection to your office, or workplace.

It may be easiest to do this practice while you are at work, but it can also be done elsewhere. Please take a moment to respond where prompted for each of the steps below.

1. Take a moment to look around your office or workplace. Write down the kind of objects, words, and images that surround you in the space below.

2. Count how many of these objects, words, and images are related to social connectedness. This could include pictures of people interacting, or words like “community,” “together,” or “friendship.” Enter this number into the space below.

3. Notice whether there are any empty walls or shelves where you could add new objects related to connectedness, or places where you or your boss could replace existing objects. Write down where you may be able to add reminders of connectedness to your office or workplace in the space below.

4. Next time you’re out shopping or looking through your belongings, see if you can find objects that evoke connection, even in a subtle way, and use them to fill these empty places or to replace existing objects at your workplace.

5. Finally, consider how the furniture in your office or workplace is arranged. Are chairs facing toward or away from each other? Are there common spaces that are conducive to social interaction? Rearranging the layout of your office or workplace can also help to promote feelings of connectedness.
"

hxsh2000

《The Foundations of Happiness at Work》：A conversation with researcher and author Monica Worline about suffering, empathy, and kindness at work.

-- This interview originally appeared on Greater Good Magazine Opens in new window, the online magazine of the Greater Good Science Center at UC Berkeley.

Monica Worline is Executive Director of the CompassionLab at the University of Michigan, a research scientist at the Center for Compassion and Altruism Research and Education at Stanford University, and co-author of Awakening Compassion at Work Opens in new window, forthcoming in February 2017 from Berrett-Koehler. She sat down with author and entrepreneur Nir Eyal to discuss why empathetic teams make better business deals, how more caring leaders can help prevent corporate scandals, and the steps for cultivating compassion at work. This conversation originally appeared  in Heleo: In-Depth Conversations with the World’s Leading Thinkers

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Monica Worline: Well, it might seem soft and fuzzy, but in fact, if you’re trying to innovate quickly and telling people to fail fast, people hate to fail, and failing creates suffering. Compassion is a response to suffering, to alleviate that suffering. It is key to learning on the job. In the innovation space, compassion is at the heart of failing fast and recovering quickly.
......

Nir Eyal: How do we do it? How do we cultivate more compassion with ourselves, for our customers, for our coworkers?

Monica Worline: Well, we talk about four steps to creating more compassion in ourselves.

The first step is noticing more. When we all get busy, distracted, or overloaded, we stop paying attention to the quality of other people’s lives. So notice more and you’ll automatically be more compassionate because you’ll see that people are in pain.

The second step is to slow down enough to interpret more generously. When a colleague makes a mistake, for instance, your first interpretation if you’re under a lot of pressure might be, “Stupid.” If you slow down a bit and say, “They’re trying, just like me. They’re overloaded, just like me. I could understand how they might have made that mistake,” that brings out more compassion in the system.

The third step is to cultivate your empathy. Empathy Opens in new window is the ability to feel concerned for what another person is going through, and if you interpret more generously, then that leads to the fourth step, which is stepping in to take action. So if you have a colleague who’s so overloaded that they’re making mistakes and you see it’s likely they’ll continue to do that, you may step in and offer to help. You may have a conversation with them about whether they’re aware of the pattern that they’re in. You may ask them if something else is going on in their life that’s contributing to this, that you could help alleviate. Those are the personal steps. Noticing, interpreting generously, feeling more empathy, and then taking some action.
......

Monica Worline: We tend to use our training, our background experience, our intellectual knowledge and development, whatever field we’ve been socialized in, as a set of background conditions. When we’re under time pressure or put into a kind of box and we have to make a quick decision, we jump to a stereotypical point of view about other people that comes from those.
"

hxsh2000

这种互相感激的实践，在现实工作中非常的有用，特别是在工作中，有专门的平台来给整个公司提供相互感激的机会，能把对方整个部门和头头脑脑们放进去一起感激的时候，效果佳，非常的佳哈！

Learning by Doing -- Thnx4 Gratitude Challenge: The Why and the How

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TIME REQUIRED
15 minutes per day, at least once per week for at least two weeks. Studies suggest that writing in a gratitude journal three times per week might actually have a greater impact on our happiness than journaling every day.

HOW TO DO IT
There’s no wrong way to keep a gratitude journal in Thnx4, but here are some general instructions as you get started.

Write into Thnx4 up to five things that you feel grateful for from your workday. The physical record is important—don’t just do this exercise in your head. The things you list can be relatively small in importance (“The tasty sandwich I had for lunch today”) or relatively large (“I received a promotion”). The goal of the exercise is to remember a good event, experience, person, or thing from your workday—then enjoy the good emotions that come with it.

As you write, here are nine important tips:

1. Be as specific as possible—specificity is key to fostering gratitude. “I’m grateful that my co-workers brought me soup when I was sick on Tuesday” will be more effective than “I’m grateful for my co-workers.”
2. Go for depth over breadth. Elaborating in detail about a particular person or thing for which you’re grateful carries more benefits than a superficial list of many things.
3. Get personal. Focusing on people to whom you are grateful has more of an impact than focusing on things for which you are grateful.
4. Try subtraction, not just addition. Consider what your life would be like without certain people or things, rather than just tallying up all the good stuff. Be grateful for the negative outcomes you avoided, escaped, prevented, or turned into something positive—try not to take that good fortune for granted.
5. See good things as “gifts.” Thinking of the good things in your life as gifts guards against taking them for granted. Try to relish and savor the gifts you’ve received.
6. Savor surprises. Try to record events that were unexpected or surprising, as these tend to elicit stronger levels of gratitude.
7. Revise if you repeat. Writing about some of the same people and things is OK, but zero in on a different aspect in detail.
8. Write regularly. Whether you write every other day or once a week, commit to a regular time to journal in Thnx4, then honor that commitment. But…
Don’t overdo it. Evidence suggests writing occasionally (1-3 times per week) is more beneficial than daily journaling. That might be because we adapt to positive events and can soon become numb to them—that’s why it helps to savor surprises.

WHY YOU SHOULD TRY IT
It’s easy to take the good things and people in our lives and at work for granted, but research suggests that consciously giving thanks for them can have profound effects on our well-being and relationships. This exercise helps you develop a greater appreciation for the good in your work life. In fact, people who routinely express gratitude enjoy better health and greater happiness.

WHY IT WORKS
While it’s important to analyze and learn from mistakes we make at work, sometimes we can think too much about what goes wrong and not enough about what goes right. Thnx4 forces us to pay attention to the good things from work we might otherwise take for granted. In that way, we start to become more attuned to the sources of pleasure around us at work—and the emotional tone of our work life can shift in profound ways. What’s more, actually writing about these events is key: Research suggests translating thoughts into concrete language makes us more aware of them, deepening their emotional impact.
"

hxsh2000

很有趣的一段“权力悖论”的论述 By Dacher Keltner (Ref: https://greatergood.berkeley.edu/profile/dacher_keltner)
人们常常通过展示PERK（Purpose, Empathy, Resilience, Kindness），尊重他人，富有同情心等来获得权力；然而在得到了权力之后呢，却在慢慢的失去这些原本让她们得到权力的那些优秀品质。

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the Power Paradox, a systematic pattern of behavior that has emerged from his rigorous laboratory research on social power. In a nutshell, the pattern is: 1) People rise into positions of power at work by exhibiting qualities and characteristics that support PERK, like behaving in accordance with core values, being courageous in the wake of failure, or interacting with others in respectful and empathic ways; and 2) once people are in power, they unwittingly shift towards an orientation that is more self-focused, socially dominant, or dismissive, or involves exploiting resources for their own benefit. This presents a unique challenge to workplaces, which nearly all have hierarchies, where some people have more control and influence than others—both deserved and, regrettably, arbitrary. Luckily, there are effective strategies for avoiding that shift towards selfish, immoral tendencies that comes with power, and maintaining the skills that are foundational to effective leadership.
"
“
This experience of power propels the individual forward in one of two directions: toward the abuse of power and impulsive and unethical actions, or toward benevolent behavior that advances the greater good.

Power makes us feel less dependent upon others, freeing us to shift our focus away from others to our own goals and desires. Power corrupts in four ways:

Power leads to empathy deficits and diminished moral sentiments.
Power leads to self-serving impulsivity.
Power leads to incivility and disrespect.
Power leads to narratives of exceptionalism.
”

hxsh2000

早前的一个面试，居然也推进到了最后一轮，一个世界前50强的公司的澳洲分部，负责整个finance transformation project，周五和本地的CFO面试，看看谈的如何。

最近面试的范围非常广，从finance transformation, finance systems, 到data and analytics (IT team), marketing analytics & technology (Sales and Marketing team), analytics and insights (Sales and Commercial team)等，啥都过去聊聊，能和各个部门的负责人谈她们的情况和打算做些什么，真真积累了很多很有价值的知识和行业趋势。

gzrain

szywj 发表于 2021-1-30 12:03
请问各位，有没数据分析思维的课程推荐

国内的IT学习平台“极客时间”最近出了一门《数据分析思维课》，感觉作为通识了解一下还不错

hxsh2000

当前很多建立好的公司文化的研究和关注点，都放在了高科技公司。一是因为这些公司非常有钱，且有很大的意愿投入；其次是这些公司的发展非常快，没有很多的传统文化负担，可以从头建立和应用最新的best practice；而且这些领域非常需要员工的creativity & initiatives，提高生产力。这些公司会和各个研究机构和大学合作，一方面应用到前沿的理论和实践成果，又能通过推广建立好的名声，争取到更多的好的员工来源

其次是那些传统的，一直处于垄断半垄断，而且利润稳定又非常好的行业和公司。这些公司原本也处在最前沿阶段，但由于多年的积攒，慢慢的有了更多的历史和传统，已经无法直接应用最新的打破传统的方式了。这些公司很多的会和管理咨询公司合作，使用更加贴合原本公司文化的方式进行优化。

这些建立好的公司/工作的文化，需要很大的，并且持续的投入的，收效也只有长期才能实现和得到。然而对于传统的大部分行业和公司，大部分公司是做不到的。即使有了一些投入，也往往流于表面或者只是喊着口号，或者只是做给外面看的，几乎无法在内部实践。于是这些原本最受影响的公司和群体，却往往最被忽视。

Inclusion Starts With I：
https://www.youtube.com/watch?v=2g88Ju6nkcg

hxsh2000

突然就这样达到了目标，行业公司和职位都是之前非常想要的，也挤进了200K+的阶段了。

却和九年前的那个七月一样，一方面很满足，又有点怅然若失，因为不知道下一步要如何走，更重要的是要走多久。而我自己如果没有了下一个目标的话，很难再这么拼命的向上挤的。

希望自己能继续更新这个帖子，也即是有着继续学习和努力的时刻和方向，不停歇的寻找着下一个阶段的机会。而非如九年前一样，在突然失去了方向和动力后，转向玩成其他的东西，享受生活去了.

继续的努力，和记录吧，给自己加油！

hxsh2000

一个小阶段的总结吧，从开贴一月二十九号到今天八月二十一号，二百零七天，学习计划一共完成了四百个小时的学习，平均每天近两个小时。

期间看完了Data Science，Data Visualisation，SQL的课程，部分完成了Predictive Analytics，Data Engineering，Data Analyst，Tableau的课程。初步熟悉了AWS，Azure数据和分析解决方案的构架和工具。也在学Power BI，Python，Adobe Analytics，Marketing/Digital Analytics的开始过程中。还有在计划和了解各个大学的Executive MBA课程，应该在三年内会开始读。

raya

hxsh2000

找工作，抓住对的时机，在职位紧缺或者市场好的时候申请到好的工作，远远比慢慢的准备，然后等到准备好了却失了时间点，再开始好的多。

现在的IT市场非常的好，由于有经验的人员非常紧缺，又有很多项目需要完成甚至职位需要招聘，在很多的时候各个公司都不得不在招到合适的人和马上需要找到人开始干活，找到平衡点。这个时候对于经验稍许不足的应聘者来说，有时候会得到很多意想不到的入门的机会，或者拿到好的职位的。

而且边申请边完善，也能够使整个过程更有效率，在实践中提高，比关起门来慢慢积累和准备再开始，会更加有机会。

运筹小子

hxsh2000 发表于 2021-8-21 20:09
突然就这样达到了目标，行业公司和职位都是之前非常想要的，也挤进了200K+的阶段了。

却和九年前的那个七 ...

恭喜楼主，正能量的榜样

hxsh2000

不知道要干嘛，继续打卡吧 等着新工作的开始。
看着Udemy《DP-200 || DP-203: Implementing an Azure Data Solution + Ques》

hxsh2000

yzh1999 发表于 2021-6-8 10:38
没有大而全的architectural diagram，只有不同scenario的reference architecture
https://docs.microsoft ...

感谢分享。我也刚刚开始在看Udemy《DP-200 || DP-203: Implementing an Azure Data Solution + Ques》，二十多个小时的presentation videos，基本涵盖了这块几乎所有的知识点，外加一些简单的如何建立Azure Data Solution的演示。非常好的课程。

hxsh2000

hxsh2000 发表于 2021-4-17 12:13
数据和分析方向的，从管理层（一般是executives及以上）角度来说，都会有挺清晰的方向，要求和挑战。一方面 ...

“2000~2010年这段时间，大家都认为单一化的系统平台，比如ERP外加Business Intelligent的解决方案，能够很好的把公司所有业务流程和数据都集成到这个平台上。即客户数据，销售数据，财务数据，库存和采购数据等，而其他的应用和小平台也都可以通过XI/PI的中间件把数据集合在这些系统上。SAP和Oracle ERP这种集成化解决方案成为主流。也就是把这些ERP的数据库和数据表，当作统一和唯一的数据源，以此来实现single source of truth的数据同一性和透明化。

而现阶段，实施统一的业务系统平台（比如ERP），来促使数据统一化和同一性的目的，变成了一种可供选择的方式而已。因为data lake cloud的兴盛，提供的便利性和兼容性，使用单一的data lake来管理公司的所有数据，成为了一种很流行的解决方案。这样使得公司能够摆脱大ERP系统平台的束缚，选择一些重要的其他系统的解决方案，比如Salesforce CRM，Workday HR等。并由Data Lake为中心，来调配数据的接口，链接，结合和分析。当然，新的模式肯定会有新的挑战，趋势如此，总会继续向前。对比公司上层来说，就是如何减少费用，增加价值。”

这个趋势在继续延续着，越来越多的enterprise reporting & analytics的大头来自于纯BI & DW方向，而没有相应的SAP BI方向。由于SAP BI昂贵的使用费用和开发费用，越来越多的公司会在考虑升级系统的时候，动一动SAP BI/SAC的。比较保守一点的，会鼓励更多的使用Fiori，继续开发Cloud data lake + data visualisation平台，并把SAP BI/SAC保留却限制在一定的使用范围内。激进一点的直接就在寻找替代的解决方案，把SAP BI/SAC需要的功能替代掉，融入到整个企业BI & DW的一部分。

要入职的新公司刚好在进行第二种方案，也刚好我入职后，要负责这整块的设计和实施，算是我现阶段的兴趣所在和最想做的领域了。之前工作的两个公司，都是既实施Cloud data lake + Data Visualisation，又同时使用Oracle Cloud BI / SAP SAC来过渡和补足，这样使得Cloud BI的项目进度拖沓而且很多时候在业务部门得不到足够的支持，另一方面数据和分析被一直维护在多BI系统里，很容易出现data quality & integrity的问题。

如果坛子里有已经实现了这块的高手们，请大家分享哈。

gifox

10年前，工作5年就拿到了150K，14年拿到200k+还是很厉害的

yzh1999

恭喜lz找到新工作

这个趋势在继续延续着，越来越多的enterprise reporting & analytics的大头来自于纯BI & DW方向，而没有相应的SAP BI方向。由于SAP BI昂贵的使用费用和开发费用，越来越多的公司会在考虑升级系统的时候，动一动SAP BI/SAC的。比较保守一点的，会鼓励更多的使用Fiori，继续开发Cloud data lake + data visualisation平台，并把SAP BI/SAC保留却限制在一定的使用范围内。激进一点的直接就在寻找替代的解决方案，把SAP BI/SAC需要的功能替代掉，融入到整个企业BI & DW的一部分。

探讨一下，上述的costing本质上是上一代SAP BI on-prem和下一代cloud BI在EDW领域的比较。实际上在onprem时代，基于用SAP BI消费SAP数据的TCO要比其它方案都低。而在EDW领域，SAP的野心一直不大，或者说vision和价格一样高。这就造成现在的局面。
如果有预算，可以所有的报表都上HANA Cloud, SLA设成2秒，所有的Machine Learning job五分钟内完成。但是要有人买单

hxsh2000

yzh1999 发表于 2021-8-25 08:43
恭喜lz找到新工作

探讨一下，上述的costing本质上是上一代SAP BI on-prem和下一代cloud BI在EDW领域的比较 ...

非常喜欢这种探讨。我感觉这个趋势，主要还是因为企业在渐渐放弃SAP作为唯一的大而全，而且昂贵的全系统的解决方案，于是SAP BI/SAC能够很好的兼容SAP reporting的优势在被削弱，因为对于其他系统和业务数据的集成和汇报，SAP BI并没有优势。你谈到的HANA Cloud还有Machine Learning，我的理解是对比Python，R等，Leonardo还在慢慢的完善中。这块比较新而且没怎么听说有做的很好的公司，你的看法如何呢，如果有成功的案例，希望能够分享

而且这个应该会涉及到整个企业enterprise systems的整体构架设计方面了。IT部门在设计和实施了整个系统，在转回到BAU的模式后，经常性的不得不妥协于业务部门的压力，使用第三方的其他应用和服务（因为SAP/Oracle相应的模块太贵，而BAU后业务部门很多时候拿不出那么多预算来实施），或者不得不允许业务部门自己进行开发。而一旦整个构架被打破了，就会各行其是，越来越难维护。

所以我的整个逻辑是使用一种比较cost effective的数据分析构架和解决方案，并且让整个解决方案有一定的可扩展能力，需要的Skillsets也不能够非常稀缺或者特别贵，这样比较能够和业务部门一起合作，中心化整个流程。

hxsh2000

yzh1999 发表于 2021-8-25 08:43
恭喜lz找到新工作

探讨一下，上述的costing本质上是上一代SAP BI on-prem和下一代cloud BI在EDW领域的比较 ...

谢谢哈！还有的是如果企业没有特别清晰的构架和设计的话，很容易演化成费用特别高的多系统数据和分析要求。比如我上个公司，在刚刚实施SAP后，业务部门要做数据和分析，核心的SMEs需要有SAP Fiori，SAC (BI Cloud)，Tableau，PowerBI，Salesforce & Einstein等各个Licenses，得多了多少使用费用啊；开发不同的新报表，需要多少的不同技能要求啊。

这也使得在这方面，cost reduction，process improvement的机会还是很大的。

yzh1999

hxsh2000 发表于 2021-8-25 10:21
谢谢哈！还有的是如果企业没有特别清晰的构架和设计的话，很容易演化成费用特别高的多系统数据和分析要求 ...

data governance是必须的，但是reporting tool多样性是不可避免的，想必到了你的阶段需要找一个平衡点。很多时候你会发现这不是一个技术问题，而是政治

yzh1999

hxsh2000 发表于 2021-8-25 10:09
非常喜欢这种探讨。我感觉这个趋势，主要还是因为企业在渐渐放弃SAP作为唯一的大而全，而且昂贵的全系统 ...

理想情况下的确是这样。实际上各厂商的BI产品存在的逻辑是，都针对自己的业务系统做了优化。你作为S4H Fin的Professional，大概能想象从用户需求，到ACDOCA/LFA1...，再到data lake的developer，是一件多么痛苦的事。如果企业有好多个这样的系统，那压力就全到data lake端了，这个组就成了事实上的不可替代组。
另外HANA Cloud的machine learning是自成一体的，它和R, Python都整合且优化。Leonardo不是这条线的上的，它更像是prebuilt ML快餐

hxsh2000

yzh1999 发表于 2021-8-25 11:45
data governance是必须的，但是reporting tool多样性是不可避免的，想必到了你的阶段需要找一个平衡点。 ...

其实这块挺有意思的，至少我认为能够参与到争取制定战略和实施，比之后的维护或者单单的实现，更有趣和有挑战性。

分享分享你的背景和经验呗 都能马上说出SAP HANA财务的主表，应该是SAP BI & Finance方向背景吧

yzh1999

hxsh2000 发表于 2021-8-26 11:51
其实这块挺有意思的，至少我认为能够参与到争取制定战略和实施，比之后的维护或者单单的实现，更有趣和有 ...

不提了，都是这些年踩过的坑
祝你在新高度大展宏图

general_tang

楼主厉害！

hxsh2000

yzh1999 发表于 2021-8-26 11:57
不提了，都是这些年踩过的坑
祝你在新高度大展宏图

好汉不提当年勇哈，好运啦兄弟
有空多交流交流，向你学习哈

hxsh2000

有空的时候，还是喜欢重新看看这本职场小说《职场动物进化手册》https://book.douban.com/subject/1039311/，重温一下职场中的生态和不同的人所处的阶段和位置，刻画的非常的生动，百看不厌。

对照自己的风格，找到自己的定位和自己适合/喜欢而且能达到的位置，还是很有必要的！

hxsh2000

总结一下这次找工作的过程，历时一个半月，有八个和直属经理的面试机会。职位是：三个Finance & ERP related，五个data & insights related。

Finance & Systems相关的职位，一个Finance Systems Manager，一个Digital Finance Transformation Manager，一个ERP Implementation Director(中小型的ERP系统)。这块算是强项了，工作机会并不多，总共投了四个，有三个面试。拿到一个offer，另一个到了第三面。总体来说，这块除了Project related的职位，工资还不错之外，总体工资在150~170K左右

Data & Analytics相关的职位，一个Digital Analytics Manager，两个Reporting and Analytics Manager，还有两个Customer Insights Lead。这块工作机会非常的多，但由于自己的经验不是很足，所以投了十五个，和直属经理的面试机会只有五个。拿到一个offer，三个进入第二面，一个第一面。最后也选了给工资最高的，也是能够利用到的资源最多的。

现在的市场好，对于HR或者中介的面试，都全过了。过程也就是聊聊天，简单的问问和回答回答问题。觉得最重要的是状态积极放松，以放松聊天的方式展现足够的信心是最好的。而非注重在回答问题是否达意，是否符合逻辑等。

还有这次找工过程比较的挑了，特别是挑直属经理。在面试的过程中，对于一些red flag & alert非常的敏感，一旦觉得不太好或者没有chemistry的，根本也就没有很好的继续面试或者变现的热情，所以有不少的面试，都是草草了之。大家相互看不对眼的话，还是互退一步互道再见的好。

市面上最多的机会，还是在Digital Analytics，Customer Insights这一块，也属于是需求高，技能很稀缺的一块。这块虽然以前也很好，也更在covid后变得非常火爆。零售业更注重e-commerce & online，很多企业需要提高销售也需要多做更多的Customer Insights的分析，Digital Marketing & Analytics也能使现有的数字化的市场渠道更加有效率。因为在Capex有限的形势下，往这一块投钱，比较能做出好的user case & business model，更能说服管理团队和业务部门投钱进去。

hxsh2000

这段时间看了不少如何在面试中需要注重的red flags，分享如下：

Five Red Flags In A Job Interview - Signs of a Bad Employer：https://www.youtube.com/watch?v=2seM0fahBx4

Job Interview Red Flags: DECLINE JOB OFFER!：https://www.youtube.com/watch?v=c2jWNsWm-tA

Leositu

楼主厉害