I remember the day like it was yesterday. Pac Man had finally arrived on the Atari 2600.  It was a clear and sunny day, but it was slightly brisk. My dad drove us down to the video store about three miles from our Michigan house. If I remember correctly, the price for the game was $24.99.  It was quite expensive for the day, probably equaling a $70 game in today’s market, but it was mine. There *was* no question about it. If you purchase a game, it’s your game… right?

You couldn’t be more wrong.  With all the licensing agreements in games today, you only purchase the right to play it. You don’t actually “own” the game. 

Today, game designers want total control over the money that comes in for a game. They add in clauses that keep the game from being resold, rented, borrowed, copied, etc. All of the content in the game, including the items you find that are specifically for you, are owned by the software developer. Why, you ask, do they do this? It’s all about the money.

This need for greed started years ago, when people started modifying current games on the market. One of the first games like this was Doom. There were so many third part mods made, but because of licensing agreement, none of these versions were available for resale. The end user, or you, had to purchase Doom before they could even install the mod.  None of these “modders” were allowed to make any money off their creation.

In the ever changing landscape of software programming, it is not surprising that developers and employees have a different set of preferences for desired skills.  However the number one language that developers want to learn according to a survey of developers by technical recruiter, Hacker Rank is Python. This is not a surprise considering that Python has been in demand for several years and programmers tend to really enjoy this language for clear syntax, good OOP support and great shortcuts. Python, named “the language of the year” in 2007 and 2010 in the TIOBE Index and has climbed to #4 status in May of 2018.

According to the study, employers want developers who:

-  Have problem-solving skills, such as the ability to break down large, complex problems.
- Are proficient in their programming language and debugging.
- Can design systems.
- Can optimize performance.
- Have experience in reviewing and testing code.
- Are proficient in database design

Surprisingly, formal education is not the deciding factor when it comes to what companies care about the most. People with computer degrees or certifications on a resume are not necessarily a first choice for hiring managers. Others that have years of experience even if those individuals are partially self-taught in the field stand to be taken seriously in the field.   For those individuals with a passion to learn and master a skill, there are ample opportunities with smaller to mid-sized companies.

Some interesting FAQ’s from the study:

    On average, developers know 4 languages, and they aspire to learn 4 more.
    Younger developers between 18 and 24 plan to learn 6 languages.
    Folks older than 35 only plan to learn and additional 3 languages.
    The top languages developers said they will learn were, Go, Python, Scala, Kotlin, and Ruby.
    There is a large gap between employers seeking developers that know React than there are folks that can do it.

So, Why Learn Python?
It is now the most popular introductory teaching language in U.S. universities.  Python is easy to use, powerful, and versatile, making it a great choice for beginners and experts alike. It allows you to think like a programmer and not waste time understanding difficult syntax that other programming languages can command. And, because of its rapid growth, many developers contribute to the Python community and share Python libraries making creativity that much more a reality

Let’s face it, fad or not, companies are starting to ask themselves how they could possibly use machine learning and AI technologies in their organization. Many are being lured by the promise of profits by discovering winning patterns with algorithms that will enable solid predictions… The reality is that most technology and business professionals do not have sufficient understanding of how machine learning works and where it can be applied.  For a lot of firms, the focus still tends to be on small-scale changes instead of focusing on what really matters…tackling their approach to machine learning.

In the recent Wall Street Journal article, Machine Learning at Scale Remains Elusive for Many Firms, Steven Norton captures interesting comments from the industry’s data science experts. In the article, he quotes panelists from the MIT Digital Economy Conference in NYC, on businesses current practices with AI and machine learning. All agree on the fact that, for all the talk of Machine Learning and AI’s potential in the enterprise, many firms aren’t yet equipped to take advantage of it fully.

Panelist,  Michael Chui, partner at McKinsey Global Institute states that “If a company just mechanically says OK, I’ll automate this little activity here and this little activity there, rather than re-thinking the entire process and how it can be enabled by technology, they usually get very little value out of it. “Few companies have deployed these technologies in a core business process or at scale.”

Panelist, Hilary Mason, general manager at Cloudera Inc., had this to say, “With very few exceptions, every company we work with wants to start with a cost-savings application of automation.” “Most organizations are not set up to do this well.”

Communication is one of the main objectives that an organization needs to have in place to stay efficient and productive. A breakdown in accurate and efficient communication between departments at any point in the organization can result in conflict or loss of business.  Sadly, the efficiency between different departments in an organization becomes most evident when communication breaks down. As an example, David Grossman reported in “The Cost of Poor Communications” that a survey of 400 companies with 100,000 employees each cited an average loss per company of $62.4 million per year because of inadequate communication to and between employees.

With the dawning of the big-data era and the global competition that Machine Learning algorithms has sparked, it’s more vital than ever for companies of all sizes to prioritize departmental communication mishaps. Perhaps, today, as a result of the many emerging markets, the most essential of these connections are between IT and the business units. CMO’s and CIO’s are becoming natural partners in the sense that CMO’s, in order to capture revenue opportunities, are expected to master not just the art of strategy and creativity but also the science of analytics. The CIO, on the other hand, is accountable for using technical groundwork to enable and accelerate revenue growth. Since business and technology people speak very different languages, there’s a need on both sides to start sharing the vocabulary or understanding of what is expected in order to avoid gridlock.

In the McKinsey article, Getting the CMO and CIO to work as partners, the author speaks to five prerequisite steps that the CMO and the CIO can take in order to be successful in their new roles.

--- Be clear on decision governance
Teams should define when decisions are needed, what must be decided, and who is responsible for making them.