53 Kellogg Insight The second challenge is that business leaders tend to have developed certain beliefs, based on their experiences, that might not be correct in every instance. So we still have to show the business that their hypothe - sis is not the right hypothesis. We find some resistance if the answer we bring them is different from what they expect. It’s interesting that the B2C and B2B areas are different. I don’t face a lot of resistance at a front-line level on the B2C side, because we have so many individual clients. If you tell people working in B2C that using this tool can allow them to have a really great conversation with the client when they call in, that’s great. It makes their job easier. On the B2B side, execution is delivered through a human: the relation - ship manager, the salespeople, some of whom have been very successful for twenty years in their territories. And it can be harder to encourage them to change their process. INSIGHT: Implementing these kinds of difficult changes must require the right team. Do you have anything in particular that you look for in terms of hiring and team composition? WANG: Yeah, there are a couple things. When we started, we had a small, uniform analytics team. Most of them were skilled practitioners in the marketing-analytics area. And we realized that we needed to build a team that has a much wider range of training and expertise. We needed to have senior-level data scientists, we needed to find a junior-level data scientist, we needed data engineers, we needed engagement leads—you know, “translators,” because it’s a lot of effort to translate analytics into practical business applications. They all needed to work together. And we also added, this year, machine-learning engineers. Based on insights from Jing Wang