One key to how organizations can get started with advanced analytics is to make it known that your analytics capabilities are successfully enabling your organization's business processes, objectives, and strategy. To sustain and grow a data analytics strategy, your teams cannot afford to “excel in obscurity.” With leaders and business environments changing, you must regularly communicate what your team is doing and how it contributes to the organization - the "business case" for your work. Share what works well and what does not. Not only is it imperative to share progress to validate the contribution, but also encouraging collaboration across the organization and building trust in the application of analytic techniques to business problems. Big data projects often require buy-in from many different areas of an organization, because analytical teams are often required to use a wide variety of data sources that are normally connected to or managed by other departments. That being said, once your analytics tools begin yielding results and showing the value of data science, enthusiasm for your work should increase. Imagine being able to tell internal stakeholders in the marketing and finance departments that your team was able to take historical data on customer behaviors and customer churn and create predictive models to forecast demand and revenue. When you can provide a use case for your solution that clearly explains the practical value, the value of a data scientist also becomes clear. Therefore, analytics leaders should always strive to plan new projects and communicate results with these concepts in mind.