The future looks bright for the data science sector, with the U.S. Bureau of Labor Statistics stating that there were 113,300 jobs in the industry in 2021. Growth is also a major plus. The same resource estimates a 36% increase in data scientist roles between 2021 and 2031, which outpaces the national average considerably. Combine that with attractive salaries (Indeed says the average salary for a data scientist is $130,556) and you have an industry that’s ready and waiting for new talent.
That’s where you come in, as you’re exploring the possibilities in data science and need to find the appropriate educational tools to help you enter the field. A Master’s degree may be a good choice, leading to the obvious question – do you need a Master’s for data science?
The Value of a Masters in Data Science
There’s plenty of value to committing the time (and money) to earning your data science Master’s degree:
- In-depth knowledge and skills – A Master’s degree is a structured course that puts you in front of some of the leading minds in the field. You’ll develop very specific skills (most applying to the working world) and can access huge wellsprings of knowledge in the forms of your professors and their resources.
- Networking opportunities – Access to professors (and similar professionals) enables you to build connections with people who can give you a leg up when you enter the working world. You’ll also work with other students, with your peers offering as much potential for startup ideas and new roles as your professors.
- Increased job opportunities – With salaries in the $130,000 range, there’s clearly plenty of potential for a comfortable career pursuing a subject that you love. Having a Master’s degree in data science on your resume demonstrates that you’ve reached a certain skill threshold for employers, making them more likely to hire you.
Having said all of that, the answer to “do I need a Master’s for data science?” is “not necessarily.” There are actually some downsides to going down the formal studying route:
- The time commitment – Data science programs vary in length, though you can expect to commit at least 12 months of your life to your studies. Most courses require about two years of full-time study, which is a substantial time commitment given that you’ve already earned a degree and have job opportunities waiting.
- Your financial investment – A Master’s in data science can cost anywhere between about $10,000 for an online course to over $50,000 for courses from more prestigious institutions. For instance, Tufts University’s course requires a total investment of $54,304 if you wish to complete all of your credit hours.
- Opportunity cost – When opportunity beckons, committing two more years to your studies may lead to you missing out. Say a friend has a great idea for a startup, or you’re offered a role at a prestigious company after completing your undergraduate studies. Saying “no” to those opportunities may come back to bite you if they’re not waiting for you when you complete your Master’s degree.
Alternatives to a Masters in Data Science
If spending time and money on earning a Master’s degree isn’t to your liking, there are some alternative ways to develop data science skills.
Self-Learning and Online Resources
With the web offering a world of information at your fingertips, self-learning is a viable option (assuming you get something to show for it). Options include the following:
- Online courses and tutorials – The ability to learn at your own pace, rather than being tied into a multi-year degree, is the key benefit of online courses and tutorials. Some prestigious universities (including MIT and Harvard) even offer more bite-sized ways to get into data science. Reputation (both for the course and its providers) can be a problem, though, as some employers prefer candidates with more formal educations.
- Books and articles – The seemingly old-school method of book learning can take you far when it comes to learning about the ins and outs of data science. While published books help with theory, articles can keep you abreast of the latest developments in the field. Unfortunately, listing a bunch of books and articles that you’ve read on a resume isn’t the same as having a formal qualification.
- Data science competitions – Several organizations (such as Kaggle) offer data science competitions designed to test your skills. In addition to giving you the opportunity to wield your growing skillset, these competitions come with the dual benefits of prestige and prizes.
Bootcamps and Certificate Programs
Like the previously mentioned competitions, bootcamps offer intensive tests of your data science skills, with the added bonus of a job waiting for you at the end (in some cases). Think of them like cramming for an exam – you do a lot in a short time (often a few months) to get a reward at the end.
The prospect of landing a job after completing a bootcamp is great, but the study methods aren’t for everybody. If you thrive in a slower-paced environment, particularly one that allows you to expand your skillset gradually, an intensive bootcamp may be intimidating and counter to your educational needs.
Gaining Experience Through Internships and Entry-Level Positions
Any recent graduate who’s seen a job listing that asks for a degree and several years of experience can tell you how much employers value hands-on experience. That’s as true in data science as it is in any other field, which is where internships come in. An internship is an unpaid position (often with a prestigious company) that’s ideal for learning the workplace ropes and forming connections with people who can help you advance your career.
If an internship sounds right for you, consider these tips that may make them easier to find:
- Check the job posting platforms – The likes of Indeed and LinkedIn are great places to find companies (and the people within them) who may offer internships. There are also intern-dedicated websites, such as internships.com, which focus specifically on this type of employment.
- Meet the basic requirements – Most internships don’t require you to have formal qualifications, such as a Master’s degree, to apply. But by the same token, companies won’t accept you for a data science internship if you have no experience with computers. A solid understanding of major programming and scripting languages, such as Java, SQL, and C++, gives you a major head start. You’ve also got a better chance of landing a role if you enrolled in an undergraduate program (or have completed one) in computer science, math, or a similar field.
- Check individual business websites – Not all companies run to LinkedIn or job posting sites when they advertise vacant positions. Some put those roles on their own websites, meaning a little more in-depth searching can pay off. Create a list of companies that you believe you’d enjoy working for and check their business websites to see if they’re offering internships via their sites.
Factors to Consider When Deciding if a Masters Is Necessary
You know that the answer to “Do you need a Master’s for data science?” is “no,” but there are downsides to the alternatives. Being able to prove your skills on a resume is a must, which the self-learning route doesn’t always provide, and some alternatives may be too fast-paced for those who want to take their time getting to grips with the subject. When making your choice, the following four factors should play into your decision-making
Personal Goals and Career Aspirations
The opportunity cost factor often comes into play here, as you may find that some entry-level roles for computer science graduates can “teach you as you go” when it comes to data science. Still, you may not want to feel like you’re stuck in a lower role for several years when you could advance faster with a Master’s under your belt. So, consider charting your ideal career course, with the positions that best align with your goals, to figure out if you’ll need a Master’s to get you to where you want to go.
Current Level of Education and Experience
Some of the options for getting into data science aren’t available to those with limited experience. For example, anybody can make their start with books and articles, which have no barrier to entry. But many internships require demonstrable proof that you understand various programming and scripting languages, with some also asking to see evidence of formal education. As for a Master’s degree, you’ll need a BSc in computer science (or an equivalent degree) to walk down that path.
Financial Considerations
Money makes the educational wheel turn, at least when it comes to formal education. As mentioned, a Master’s in data science can set you back up to $50,000, which may sting (and even be unfeasible) if you already have student loans to pay off for an undergraduate degree. Online courses are more cost-effective (and offer certification), while bootcamps and competitions can either pay you for learning or set you up in a career if you succeed.
Time Commitment and Flexibility
The simple question here is how long do you want to wait to start your career in data science? The patient person can afford to spend a couple of years earning their Master’s degree, and will benefit from having formal and respectable proof of their skills when they’re done. But if you want to get started right now, internships combined with more flexible online courses may provide a faster route to your goal.
A Master’s Degree – Do You Need It to Master Data Science?
Everybody’s answer is different when they ask themselves “do I need a Master’s in data science?” Some prefer the formalized approach that a Master’s offers, along with the exposure to industry professionals that may set them up for strong careers in the future. Others are less patient, preferring to quickly develop skills in a bootcamp, while yet others want a more free-form educational experience that is malleable to their needs and time constraints.
In the end, your circumstances, career goals, and educational preferences are the main factors when deciding which route to take. A Master’s degree is never a bad thing to have on your resume, but it’s not essential for a career in data science. Explore your options and choose whatever works best for you.
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From the same author
Read the articleSource:
- Agenda Digitale, published on November 25th, 2025
In recent years, the word ” sustainability ” has become a firm fixture in the corporate lexicon. However, simply “doing no harm” is no longer enough: the climate crisis , social inequalities , and the erosion of natural resources require a change of pace. This is where the net-positive paradigm comes in , a model that isn’t content to simply reduce negative impacts, but aims to generate more social and environmental value than is consumed.
This isn’t about philanthropy, nor is it about reputational makeovers: net-positive is a strategic approach that intertwines economics, technology, and corporate culture. Within this framework, digitalization becomes an essential lever, capable of enabling regenerative models through circular platforms and exponential technologies.
Blockchain, AI, and IoT: The Technological Triad of Regeneration
Blockchain, Artificial Intelligence, and the Internet of Things represent the technological triad that makes this paradigm shift possible. Each addresses a critical point in regeneration.
Blockchain guarantees the traceability of material flows and product life cycles, allowing a regenerated dress or a bottle collected at sea to tell their story in a transparent and verifiable way.
Artificial Intelligence optimizes recovery and redistribution chains, predicting supply and demand, reducing waste and improving the efficiency of circular processes .
Finally, IoT enables real-time monitoring, from sensors installed at recycling plants to sharing mobility platforms, returning granular data for quick, informed decisions.
These integrated technologies allow us to move beyond linear vision and enable systems in which value is continuously regenerated.
New business models: from product-as-a-service to incentive tokens
Digital regeneration is n’t limited to the technological dimension; it’s redefining business models. More and more companies are adopting product-as-a-service approaches , transforming goods into services: from technical clothing rentals to pay-per-use for industrial machinery. This approach reduces resource consumption and encourages modular design, designed for reuse.
At the same time, circular marketplaces create ecosystems where materials, components, and products find new life. No longer waste, but input for other production processes. The logic of scarcity is overturned in an economy of regenerated abundance.
To complete the picture, incentive tokens — digital tools that reward virtuous behavior, from collecting plastic from the sea to reusing used clothing — activate global communities and catalyze private capital for regeneration.
Measuring Impact: Integrated Metrics for Net-Positiveness
One of the main obstacles to the widespread adoption of net-positive models is the difficulty of measuring their impact. Traditional profit-focused accounting systems are not enough. They need to be combined with integrated metrics that combine ESG and ROI, such as impact-weighted accounting or innovative indicators like lifetime carbon savings.
In this way, companies can validate the scalability of their models and attract investors who are increasingly attentive to financial returns that go hand in hand with social and environmental returns.
Case studies: RePlanet Energy, RIFO, and Ogyre
Concrete examples demonstrate how the combination of circular platforms and exponential technologies can generate real value. RePlanet Energy has defined its Massive Transformative Purpose as “Enabling Regeneration” and is now providing sustainable energy to Nigerian schools and hospitals, thanks in part to transparent blockchain-based supply chains and the active contribution of employees. RIFO, a Tuscan circular fashion brand, regenerates textile waste into new clothing, supporting local artisans and promoting workplace inclusion, with transparency in the production process as a distinctive feature and driver of loyalty. Ogyre incentivizes fishermen to collect plastic during their fishing trips; the recovered material is digitally tracked and transformed into new products, while the global community participates through tokens and environmental compensation programs.
These cases demonstrate how regeneration and profitability are not contradictory, but can actually feed off each other, strengthening the competitiveness of businesses.
From Net Zero to Net Positive: The Role of Massive Transformative Purpose
The crucial point lies in the distinction between sustainability and regeneration. The former aims for net zero, that is, reducing the impact until it is completely neutralized. The latter goes further, aiming for a net positive, capable of giving back more than it consumes.
This shift in perspective requires a strong Massive Transformative Purpose: an inspiring and shared goal that guides strategic choices, preventing technology from becoming a sterile end. Without this level of intentionality, even the most advanced tools risk turning into gadgets with no impact.
Regenerating business also means regenerating skills to train a new generation of professionals capable not only of using technologies but also of directing them towards regenerative business models. From this perspective, training becomes the first step in a transformation that is simultaneously cultural, economic, and social.
The Regenerative Future: Technology, Skills, and Shared Value
Digital regeneration is not an abstract concept, but a concrete practice already being tested by companies in Europe and around the world. It’s an opportunity for businesses to redefine their role, moving from mere economic operators to drivers of net-positive value for society and the environment.
The combination of blockchain, AI, and IoT with circular product-as-a-service models, marketplaces, and incentive tokens can enable scalable and sustainable regenerative ecosystems. The future of business isn’t just measured in terms of margins, but in the ability to leave the world better than we found it.
Read the articleSource:
- Raconteur, published on November 06th, 2025
Many firms have conducted successful Artificial Intelligence (AI) pilot projects, but scaling them across departments and workflows remains a challenge. Inference costs, data silos, talent gaps and poor alignment with business strategy are just some of the issues that leave organisations trapped in pilot purgatory. This inability to scale successful experiments means AI’s potential for improving enterprise efficiency, decision-making and innovation isn’t fully realised. So what’s the solution?
Although it’s not a magic bullet, an AI operating model is really the foundation for scaling pilot projects up to enterprise-wide deployments. Essentially it’s a structured framework that defines how the organisation develops, deploys and governs AI. By bringing together infrastructure, data, people, and governance in a flexible and secure way, it ensures that AI delivers value at scale while remaining ethical and compliant.
“A successful AI proof-of-concept is like building a single race car that can go fast,” says Professor Yu Xiong, chair of business analytics at the UK-based Surrey Business School. “An efficient AI technology operations model, however, is the entire system – the processes, tools, and team structures – for continuously manufacturing, maintaining, and safely operating an entire fleet of cars.”
But while the importance of this framework is clear, how should enterprises establish and embed it?
“It begins with a clear strategy that defines objectives, desired outcomes, and measurable success criteria, such as model performance, bias detection, and regulatory compliance metrics,” says Professor Azadeh Haratiannezhadi, co-founder of generative AI company Taktify and professor of generative AI in cybersecurity at OPIT – the Open Institute of Technology.
Platforms, tools and MLOps pipelines that enable models to be deployed, monitored and scaled in a safe and efficient way are also essential in practical terms.
“Tools and infrastructure must also be selected with transparency, cost, and governance in mind,” says Efrain Ruh, continental chief technology officer for Europe at Digitate. “Crucially, organisations need to continuously monitor the evolving AI landscape and adapt their models to new capabilities and market offerings.”
An open approach
The most effective AI operating models are also founded on openness, interoperability and modularity. Open source platforms and tools provide greater control over data, deployment environments and costs, for example. These characteristics can help enterprises to avoid vendor lock-in, successfully align AI to business culture and values, and embed it safely into cross-department workflows.
“Modularity and platformisation…avoids building isolated ‘silos’ for each project,” explains professor Xiong. “Instead, it provides a shared, reusable ‘AI platform’ that integrates toolchains for data preparation, model training, deployment, monitoring, and retraining. This drastically improves efficiency and reduces the cost of redundant work.”
A strong data strategy is equally vital for ensuring high-quality performance and reducing bias. Ideally, the AI operating model should be cloud and LLM agnostic too.
“This allows organisations to coordinate and orchestrate AI agents from various sources, whether that’s internal or 3rd party,” says Babak Hodjat, global chief technology officer of AI at Cognizant. “The interoperability also means businesses can adopt an agile iterative process for AI projects that is guided by measuring efficiency, productivity, and quality gains, while guaranteeing trust and safety are built into all elements of design and implementation.”
A robust AI operating model should feature clear objectives for compliance, security and data privacy, as well as accountability structures. Richard Corbridge, chief information officer of Segro, advises organisations to: “Start small with well-scoped pilots that solve real pain points, then bake in repeatable patterns, data contracts, test harnesses, explainability checks and rollback plans, so learning can be scaled without multiplying risk. If you don’t codify how models are approved, deployed, monitored and retired, you won’t get past pilot purgatory.”
Of course, technology alone can’t drive successful AI adoption at scale: the right skills and culture are also essential for embedding AI across the enterprise.
“Multidisciplinary teams that combine technical expertise in AI, security, and governance with deep business knowledge create a foundation for sustainable adoption,” says Professor Haratiannezhadi. “Ongoing training ensures staff acquire advanced AI skills while understanding associated risks and responsibilities.”
Ultimately, an AI operating model is the playbook that enables an enterprise to use AI responsibly and effectively at scale. By drawing together governance, technological infrastructure, cultural change and open collaboration, it supports the shift from isolated experiments to the kind of sustainable AI capability that can drive competitive advantage.
In other words, it’s the foundation for turning ambition into reality, and finally escaping pilot purgatory for good.
-
Go to all authors
Related posts
Source:
- Agenda Digitale, published on November 25th, 2025
In recent years, the word ” sustainability ” has become a firm fixture in the corporate lexicon. However, simply “doing no harm” is no longer enough: the climate crisis , social inequalities , and the erosion of natural resources require a change of pace. This is where the net-positive paradigm comes in , a model that isn’t content to simply reduce negative impacts, but aims to generate more social and environmental value than is consumed.
This isn’t about philanthropy, nor is it about reputational makeovers: net-positive is a strategic approach that intertwines economics, technology, and corporate culture. Within this framework, digitalization becomes an essential lever, capable of enabling regenerative models through circular platforms and exponential technologies.
Blockchain, AI, and IoT: The Technological Triad of Regeneration
Blockchain, Artificial Intelligence, and the Internet of Things represent the technological triad that makes this paradigm shift possible. Each addresses a critical point in regeneration.
Blockchain guarantees the traceability of material flows and product life cycles, allowing a regenerated dress or a bottle collected at sea to tell their story in a transparent and verifiable way.
Artificial Intelligence optimizes recovery and redistribution chains, predicting supply and demand, reducing waste and improving the efficiency of circular processes .
Finally, IoT enables real-time monitoring, from sensors installed at recycling plants to sharing mobility platforms, returning granular data for quick, informed decisions.
These integrated technologies allow us to move beyond linear vision and enable systems in which value is continuously regenerated.
New business models: from product-as-a-service to incentive tokens
Digital regeneration is n’t limited to the technological dimension; it’s redefining business models. More and more companies are adopting product-as-a-service approaches , transforming goods into services: from technical clothing rentals to pay-per-use for industrial machinery. This approach reduces resource consumption and encourages modular design, designed for reuse.
At the same time, circular marketplaces create ecosystems where materials, components, and products find new life. No longer waste, but input for other production processes. The logic of scarcity is overturned in an economy of regenerated abundance.
To complete the picture, incentive tokens — digital tools that reward virtuous behavior, from collecting plastic from the sea to reusing used clothing — activate global communities and catalyze private capital for regeneration.
Measuring Impact: Integrated Metrics for Net-Positiveness
One of the main obstacles to the widespread adoption of net-positive models is the difficulty of measuring their impact. Traditional profit-focused accounting systems are not enough. They need to be combined with integrated metrics that combine ESG and ROI, such as impact-weighted accounting or innovative indicators like lifetime carbon savings.
In this way, companies can validate the scalability of their models and attract investors who are increasingly attentive to financial returns that go hand in hand with social and environmental returns.
Case studies: RePlanet Energy, RIFO, and Ogyre
Concrete examples demonstrate how the combination of circular platforms and exponential technologies can generate real value. RePlanet Energy has defined its Massive Transformative Purpose as “Enabling Regeneration” and is now providing sustainable energy to Nigerian schools and hospitals, thanks in part to transparent blockchain-based supply chains and the active contribution of employees. RIFO, a Tuscan circular fashion brand, regenerates textile waste into new clothing, supporting local artisans and promoting workplace inclusion, with transparency in the production process as a distinctive feature and driver of loyalty. Ogyre incentivizes fishermen to collect plastic during their fishing trips; the recovered material is digitally tracked and transformed into new products, while the global community participates through tokens and environmental compensation programs.
These cases demonstrate how regeneration and profitability are not contradictory, but can actually feed off each other, strengthening the competitiveness of businesses.
From Net Zero to Net Positive: The Role of Massive Transformative Purpose
The crucial point lies in the distinction between sustainability and regeneration. The former aims for net zero, that is, reducing the impact until it is completely neutralized. The latter goes further, aiming for a net positive, capable of giving back more than it consumes.
This shift in perspective requires a strong Massive Transformative Purpose: an inspiring and shared goal that guides strategic choices, preventing technology from becoming a sterile end. Without this level of intentionality, even the most advanced tools risk turning into gadgets with no impact.
Regenerating business also means regenerating skills to train a new generation of professionals capable not only of using technologies but also of directing them towards regenerative business models. From this perspective, training becomes the first step in a transformation that is simultaneously cultural, economic, and social.
The Regenerative Future: Technology, Skills, and Shared Value
Digital regeneration is not an abstract concept, but a concrete practice already being tested by companies in Europe and around the world. It’s an opportunity for businesses to redefine their role, moving from mere economic operators to drivers of net-positive value for society and the environment.
The combination of blockchain, AI, and IoT with circular product-as-a-service models, marketplaces, and incentive tokens can enable scalable and sustainable regenerative ecosystems. The future of business isn’t just measured in terms of margins, but in the ability to leave the world better than we found it.
Source:
- Raconteur, published on November 06th, 2025
Many firms have conducted successful Artificial Intelligence (AI) pilot projects, but scaling them across departments and workflows remains a challenge. Inference costs, data silos, talent gaps and poor alignment with business strategy are just some of the issues that leave organisations trapped in pilot purgatory. This inability to scale successful experiments means AI’s potential for improving enterprise efficiency, decision-making and innovation isn’t fully realised. So what’s the solution?
Although it’s not a magic bullet, an AI operating model is really the foundation for scaling pilot projects up to enterprise-wide deployments. Essentially it’s a structured framework that defines how the organisation develops, deploys and governs AI. By bringing together infrastructure, data, people, and governance in a flexible and secure way, it ensures that AI delivers value at scale while remaining ethical and compliant.
“A successful AI proof-of-concept is like building a single race car that can go fast,” says Professor Yu Xiong, chair of business analytics at the UK-based Surrey Business School. “An efficient AI technology operations model, however, is the entire system – the processes, tools, and team structures – for continuously manufacturing, maintaining, and safely operating an entire fleet of cars.”
But while the importance of this framework is clear, how should enterprises establish and embed it?
“It begins with a clear strategy that defines objectives, desired outcomes, and measurable success criteria, such as model performance, bias detection, and regulatory compliance metrics,” says Professor Azadeh Haratiannezhadi, co-founder of generative AI company Taktify and professor of generative AI in cybersecurity at OPIT – the Open Institute of Technology.
Platforms, tools and MLOps pipelines that enable models to be deployed, monitored and scaled in a safe and efficient way are also essential in practical terms.
“Tools and infrastructure must also be selected with transparency, cost, and governance in mind,” says Efrain Ruh, continental chief technology officer for Europe at Digitate. “Crucially, organisations need to continuously monitor the evolving AI landscape and adapt their models to new capabilities and market offerings.”
An open approach
The most effective AI operating models are also founded on openness, interoperability and modularity. Open source platforms and tools provide greater control over data, deployment environments and costs, for example. These characteristics can help enterprises to avoid vendor lock-in, successfully align AI to business culture and values, and embed it safely into cross-department workflows.
“Modularity and platformisation…avoids building isolated ‘silos’ for each project,” explains professor Xiong. “Instead, it provides a shared, reusable ‘AI platform’ that integrates toolchains for data preparation, model training, deployment, monitoring, and retraining. This drastically improves efficiency and reduces the cost of redundant work.”
A strong data strategy is equally vital for ensuring high-quality performance and reducing bias. Ideally, the AI operating model should be cloud and LLM agnostic too.
“This allows organisations to coordinate and orchestrate AI agents from various sources, whether that’s internal or 3rd party,” says Babak Hodjat, global chief technology officer of AI at Cognizant. “The interoperability also means businesses can adopt an agile iterative process for AI projects that is guided by measuring efficiency, productivity, and quality gains, while guaranteeing trust and safety are built into all elements of design and implementation.”
A robust AI operating model should feature clear objectives for compliance, security and data privacy, as well as accountability structures. Richard Corbridge, chief information officer of Segro, advises organisations to: “Start small with well-scoped pilots that solve real pain points, then bake in repeatable patterns, data contracts, test harnesses, explainability checks and rollback plans, so learning can be scaled without multiplying risk. If you don’t codify how models are approved, deployed, monitored and retired, you won’t get past pilot purgatory.”
Of course, technology alone can’t drive successful AI adoption at scale: the right skills and culture are also essential for embedding AI across the enterprise.
“Multidisciplinary teams that combine technical expertise in AI, security, and governance with deep business knowledge create a foundation for sustainable adoption,” says Professor Haratiannezhadi. “Ongoing training ensures staff acquire advanced AI skills while understanding associated risks and responsibilities.”
Ultimately, an AI operating model is the playbook that enables an enterprise to use AI responsibly and effectively at scale. By drawing together governance, technological infrastructure, cultural change and open collaboration, it supports the shift from isolated experiments to the kind of sustainable AI capability that can drive competitive advantage.
In other words, it’s the foundation for turning ambition into reality, and finally escaping pilot purgatory for good.
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