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Data: The Prerequisite for Everything Analytical--How to Manage Your Data for More Effective General Management
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5741BC-EStrategyFor too long, managers have relied on their intuition or their "golden gut" to make decisions. Important decisions have been based not on data, but on the experience and unaided judgment of the decision maker. Sometimes intuitive and experience-based decisions work out well, but all too often they go astray, end in disaster, or result in money being left on the table. If you think that your organization ought to make more decisions based on facts...Starting at €8.20
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Leadership: The Deciding DELTA Factor--The Human Element Behind Analytical Mastery
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5745BC-EStrategyThere is no doubt that to be a full-fledged analytical competitor, you need the CEO in your corner. However, there is also no doubt that almost any employee can move an organization in a more analytical direction. In this chapter you will learn how you can make your organization more analytical, advocate for more fact-based decision making, and encourage your employees to become analytical leaders themselves, regardless of your position. By descr...Starting at €8.20
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Embed Analytics in Business Processes: A How-To Guide
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5751BC-EStrategyIf you really want to put analytics to work in your organization, you need to make them an integral part of everyday business decisions and business processes. A cross-functional process perspective enables you to appreciate how different parts of the business work together (or fail miserably in doing so) and to identify all the ways analytics might be used to create a better outcome for the enterprise. In this chapter, the authors of Competing o...Starting at €8.20
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El caso HBR: el lado oscuro del an lisis del consumidor
Davenport, Thomas H.; Harris, Jeanne G.; Jones, George L.; Lemon, Katherine N.; Norton, David P.; McCallister, Michael B.Article HBS-R0705AStrategySalud aseguradora IFA y ShopSense cadena de supermercados han formado una asociación interesante, pero amenaza con la tolerancia de las pruebas de los clientes para compartir información personal. Durante años, el gerente regional de IFA para las operaciones de la Costa Oeste, Laura Brickman, había estado defendiendo el uso de análisis de clientes - sacar conclusiones acerca de los comportamientos de los consumidores sobre la base de patrones que...Starting at €8.20
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Dark Side of Customer Analytics (HBR Case Study)
Davenport, Thomas H.; Harris, Jeanne G.Article HBS-R0705X-EStrategyHealth insurer IFA and grocery chain ShopSense have formed an intriguing partnership, but it threatens to test customers' tolerance for sharing personal information. For years, IFA's regional manager for West Coast operations, Laura Brickman, had been championing the use of customer analytics--drawing conclusions about consumer behaviors based on patterns found in collected data. She came away from a meeting with the grocer's analytics chief, Ste...Starting at €8.20
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Dark Side of Customer Analytics (Commentary for HBR Case Study)
Davenport, Thomas H.; Harris, Jeanne G.; Jones, George L.; Lemon, Katherine N.; Norton, David P.; McCallister, Michael B.Article HBS-R0705Z-EStrategyHealth insurer IFA and grocery chain ShopSense have formed an intriguing partnership, but it threatens to test customers' tolerance for sharing personal information. For years, IFA's regional manager for West Coast operations, Laura Brickman, had been championing the use of customer analytics--drawing conclusions about consumer behaviors based on patterns found in collected data. She came away from a meeting with the grocer's analytics chief, Ste...Starting at €8.20
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Enterprise: Integrating Across Organizational Silos--Using Analytics to Improve Performance at All Levels of the Business
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5743BC-EStrategyTo develop an enterprise-wide view of analytics, a company must do more than integrate data, combine analysts, or build a corporate IT platform. It must eradicate all of the limited, piecemeal perspectives harbored by managers with their own agendas, needs, and fears - and replace them with a single, holistic view of the company. Without a broad business perspective, a company cannot address the strategic issues at the core of business performanc...Starting at €8.20
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Targets: Picking Your Spots for Analytics--How to Apply Analytics Where They Will Yield the Greatest Results
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5747BC-EStrategyEvery business can benefit from becoming more analytical across the board--in how it understands its customers, performs its operations, and makes decisions. But even the most analytically oriented company needs to target its analytical efforts where they will do the most good, because resources--especially talent--are always constrained. In this chapter, the authors of the game-changing book Competing on Analytics guide you through choosing your...Starting at €8.20
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Analysts: Managing Scarce and Valuable Talent--How to Fully Leverage the Skills of Your Analytical People
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5749BC-EStrategyHave you ever seen an analytically oriented firm without plenty of analytically oriented people? Though computers and data drive analytical decision making, they are not nearly as vital as people. Finding, developing, managing, and deploying analysts - the people who make the day-to-day-work of such organizations possible - is critical to a firm's success. Because analysts are often scattered throughout a company, you might not even have a clear ...Starting at €8.20
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Building an Analytical Culture: A Key Element of Embedding Analytics in Your Organization
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5753BC-EStrategyCulture is one of the softer elements of an organization's makeup, one that may seem incompatible with the "hard" nature of analytics. But building a culture that embraces analytics is critical if you want your firm, and all the people in it, to make better decisions based on data, facts, and rigorous analysis. Getting to this point isn't quick or easy, but once you're there it becomes a competitive advantage. In this chapter, the authors of the ...Starting at €8.20