04 Kellogg Insight From the Editor makes the case for why leaders must develop a working knowledge of data science. Kris Hammond from Northwestern’s McCormick School of Engineering explains how, even in the absence of a detailed under - standing of the technology, executives can work backwards from their business goals to understand how AI can be used in their organi- zations. Kellogg’s Mohan Sawhney presents a strategy for determin- ing how an organization should focus its AI efforts at various stages of the customer journey. Kellogg’s Tom O’Toole , formerly of United Airlines, and Eric Leininger , formerly of McDonald’s, explore how a company’s structure and culture also need to change to accommo- date a data-centric focus. And Vanguard’s Jing Wang shares her own experience building a consumer-analytics team from the ground up. The second set of articles addresses specific techniques and tools that can help organizations and their leaders up their data game. Northwestern’s Steve Franconeri shares nine rules for mastering the essential skill of data visualization. Kellogg’s Eric Anderson , along with Zettelmeyer, explain a counterintuitive strategy for optimizing ana- lytics—one that can be summarized as the need to periodically, but thoughtfully, “mess stuff up” in order to get the data you need to con- tinue learning. Kellogg’s Joel Shapiro makes the case for analyzing the often-tossed outliers in customer data. Kellogg’s Brett Gordon shares how experimentation may be the key to better digital advertising. And Kellogg’s Jennifer Cutler and Artem Timoshenko each share a novel technique, backed with research, for using AI to glean customer insights from user-generated content. Finally, two articles—featuring Adam Pah of Kellogg and Inhi Cho Suh of IBM—explore how AI is already transforming the field of mar - keting and examine the questions that organizations are asking, and