There is a lack of experienced leadership within Analytics, especially when it comes to driving new initiatives. Leaders in this space are expected to bring strong domain understanding and guide teams with confidence, but that is not at all visible as there is no clearly defined or established practice leadership in this area. Instead, individuals from a limited internal group are being positioned into leadership roles, which raises concerns around experience, objectivity, and overall effectiveness.
In several situations, core responsibilities appear to be partially handled at different levels. When architects and leads are already managing delivery and technical direction, the expectation from practice leadership should be to add clear value in terms of decision making, client handling, and overall accountability. That clarity in role and contribution is not apparent. In client facing scenarios, leadership should be able to step in, understand the issue, and provide direction immediately. However, there are instances where concerns are deferred for further internal discussions, and responses are provided later. This impacts confidence and slows down resolution.
Ownership at the leadership level needs to be stronger. Leading an initiative should go beyond coordination and require taking full responsibility for outcomes, especially during critical situations. There is also a tendency to rely on a few experienced individuals rather than building broader capability within the team, which creates dependency and limits overall growth.
