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Toward More Analytical Decisions and Better Results: An Overview of What Analytics Can and Cannot Do for You
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertBook Chapter HBS-5759BC-EStrategyLife would be a lot simpler if putting analytics to work could be accomplished by executive decree alone. But like anything worthwhile, making your business thoroughly analytical takes effort and thought - and beginning with the end in mind. As the devoted users of analytics say, "All the analytics in the world won't help unless we use them to make and execute better decisions." This chapter, by the authors of the groundbreaking Competing on Anal...Starting at €8.20
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The Wallace Foundation: How Can We Focus a Strategy for More Mission Impact--Building a Culture of Inquiry to Define Your Strategy
Davenport, Thomas H.; Manville, BrookBook Chapter HBS-8971BC-EChapter 11 of "Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right" advocates for the creation of a "culture of inquiry," in which all decisions are carefully debated, tested, and studied, and in which all points of view are heard. This chapter profiles Christine DeVita, president of the Wallace Foundation philanthropy, and her leadership of the organization's plan to refocus its mission, concentrating its funding ef...Starting at €8.20
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Artificial Intelligence for the Real World (Spanish version)
Davenport, Thomas H.; Ronanki, RajeevArticle HBS-R1801HInformation Technologiesautomating business processes (typically back-office administrative and financial activities), gaining insight through data analysis, and engaging with customers and employees. To get the most out of AI, firms must understand which technologies perform what types of tasks, create a prioritized portfolio of projects based on business needs, and develop plans to scale up across the company.Starting at €8.20
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Coaching at Banco Azucarero de Cali (BAC) (B)
Susaeta Erburu, Lourdes; Serrano, Germán; Pin Arboledas, José Ramón; Cardona Soriano, PabloCase DPO-35-ELeadership and People ManagementIn Case (B), the area manager - and new coach - takes on the evaluation interview and professional development plans of two branch managers - coachees - one with high potential and the other with limited perspectives in the bank. The exhibits show the evaluation tools used: the 180º Evaluation Chart and the "Spiders", which show the competency profiles.Starting at €5.74
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Recorded Future: Analyzing Internet Ideas About What Comes Next
Davenport, Thomas H.Case HBS-613083-EService and Operations ManagementRecorded Future is a "big data" startup company that uses Internet data to make predictions about events, people, and entities. The company primarily serves government intelligence agencies, but has some private sector clients and is considering taking on more. The CEO, Christopher Ahlberg, is wrestling with several key decisions about where to take the company in the future.Starting at €8.20
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Coaching at Banco Azucarero de Cali (BAC) (B) (Portuguese version, Portugal)
Susaeta Erburu, Lourdes; Serrano, Germán; Pin Arboledas, José Ramón; Cardona Soriano, PabloCase DPO-35-PPLeadership and People ManagementIn Case (B), the area manager - and new coach - takes on the evaluation interview and professional development plans of two branch managers - coachees - one with high potential and the other with limited perspectives in the bank. The exhibits show the evaluation tools used: the 180º Evaluation Chart and the "Spiders", which show the competency profiles.Starting at €5.74
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Coaching at Banco Azucarero de Cali (BAC) (B) (Portuguese Version, Brazil)
Susaeta Erburu, Lourdes; Serrano, Germán; Pin Arboledas, José Ramón; Cardona Soriano, PabloCase DPO-35-PBLeadership and People ManagementIn Case (B), the area manager - and new coach - takes on the evaluation interview and professional development plans of two branch managers - coachees - one with high potential and the other with limited perspectives in the bank. The exhibits show the evaluation tools used: the 180º Evaluation Chart and the "Spiders", which show the competency profiles.Starting at €5.74
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Coaching at Banco Azucarero de Cali (BAC) (A) (Portuguese Version, Brazil)
Susaeta Erburu, Lourdes; Serrano, Germán; Pin Arboledas, José Ramón; Cardona Soriano, PabloCase DPO-34-PBLeadership and People ManagementThis case presents two complementary themes: the management by competencies interview and management coaching. The case is set in a bank. In case (A) the area director undergoes his first 180º evaluation, and has to make a self-assessment. His results and the pasive role of his own coach are discussed.Starting at €8.20
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Coaching at Banco Azucarero de Cali (BAC) (A)
Susaeta Erburu, Lourdes; Serrano, Germán; Pin Arboledas, José Ramón; Cardona Soriano, PabloCase DPO-34-ELeadership and People ManagementThis case presents two complementary themes: the management by competencies interview and management coaching. The case is set in a bank. In case (A) the area director undergoes his first 180º evaluation, and has to make a self-assessment. His results and the pasive role of his own coach are discussed.Starting at €8.20
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Coaching en el Banco Azucarero de Cali (BAC) (A)
Susaeta Erburu, Lourdes; Serrano, Germán; Pin Arboledas, José Ramón; Cardona Soriano, PabloCase DPO-34Leadership and People ManagementEste caso presenta dos temáticas complementarias: la entrevista de evaluación del desempeño y el «coaching» directivo. El caso se desarrolla en una entidad bancaria. En el caso A, el director de zona se enfrenta por primera vez a un proceso de evaluación 180º y tiene que hacer su propio autodiagnóstico. La discusión se plantea en torno a cómo afronta sus resultados y el papel pasivo de su propio «coach».Starting at €8.20