HBSP (USA)
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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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Capturing Confectionery (D) (Spanish version)
Collis, David J.; Stuart, Toby; Smith, TroyCase HBS-708S48StrategyIn late 2002, global confectionery and beverage maker Cadbury Schweppes needed to decide whether or not to make an acquisition bid for Adams, an underperforming gum company which had been put up for sale by pharmaceutical giant Pfizer. Examining the decision from a strategic perspective, the (A) case provides brief histories of the two companies; traces the global confectionery industry, focusing especially on chocolate and gum; and details the a...Starting at €5.74
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Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2193BC-EWhat does it mean to compete on analytics and how can companies move in that direction? This chapter lays out the general ideas around analytical competition, providing a few examples from the worlds of business and sports. This chapter was originally published as Chapter 1 of "Competing on Analytics."Starting at €8.20
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Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2197BC-EThis chapter explores the links between the extensive use of analytics and business performance, describing how several highly successful companies have transformed their ability to compete analytically into a key point of differentiation and long-term competitive advantage. This chapter was originally published as Chapter 3 of "Competing on Analytics."Starting at €8.20
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Competing on Analytics with External Processes: Customer and Supplier Applications
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2199BC-EBecause externally focused processes require cooperation from outsiders, as well as their resources, managing analytics related to external processes is a greater challenge than managing those related to processes within an organization's complete control. This chapter addresses applications of analytics to external relationships with customers and suppliers. This chapter was originally published as Chapter 5 of "Competing on Analytics."Starting at €8.20
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Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2201BC-EWhen most people visualize business analytics, they think of computers, software, and printouts or screens full of numbers. What they should be envisioning, however, are their fellow human beings. This chapter addresses the most important factor in making a company analytical: its people. This chapter was originally published as Chapter 7 of "Competing on Analytics."Starting at €8.20
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KiOR: Catalyzing Clean Energy
Nanda, Ramana; Stuart, TobyCase HBS-809092-EEntrepreneurshipBiofuels start-up KiOR was developing a proprietary technology that had the potential to dramatically impact the emerging renewable energy landscape: a process that converted cellulosic biomass into "bio-crude," a hydrocarbon mixture with properties to those of crude oil. KiOR had been operating as a virtual organization, but with venture financing in place, founder and chief technology officer Paul O'Connor and the KiOR board needed to decide wh...Starting at €8.20
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Tennant Company
Stuart, Toby; Applegate, Lynda M.; Weber, JamesCase HBS-810040-EEntrepreneurshipTennant, a leading producer of floor cleaning equipment, must determine how to create, finance, structure, staff, govern, measure and manage a new venture for developing a fundamentally new product line. In 2005, Tennant Company had developed an innovative, environmentally friendly, cleaning technology that could potentially revolutionize cleaning. Historically, Tennant was a producer of floor and carpet washing machines for industrial and commer...Starting at €8.20