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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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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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What's Your Data Strategy
DalleMule, Leandro; Davenport, Thomas H.Article HBS-R1703H-EStrategyAlthough the ability to manage torrents of data has become crucial to companies' success, most organizations remain badly behind the curve. More than 70% of employees have access to data they should not. Data breaches are common, rogue data sets propagate in silos, and companies' data technology often isn't up to the demands put on it. In this article the authors describe a framework for building a robust data strategy that can be applied across ...Starting at €8.20
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Cognizant 2.0: Embedding Community and Knowledge Into Work Processes
Eccles, Robert G.; Davenport, Thomas H.Case HBS-410084-ELeadership and People ManagementKnowledge management has been a high priority for Cognizant Technology Solutions since its inception since its global delivery model requires the global sharing of knowledge. Its first major tool was called the Knowledge Management Appliance but as Web 2.0 tools came into wider use, this evolved into what the company called "Cognizant 2.0" (C2) which was designed to ensure that the KM Appliance capabilities for storing documents and participative...Starting at €8.20
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Conclusion: Final Reflections and Some Implications for Tomorrow's Leaders--How to Build Great Judgment in Your Organization Now
Davenport, Thomas H.; Manville, BrookBook Chapter HBS-8977BC-EThis conclusion to "Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right" outlines the action steps leaders must take to build "organizational judgment" as a strong and valuable capability in their companies, summarizing the lessons learned in the book. *About the book:* Despite the dizzying amount of data at our fingertips today--and an increasing reliance on analytics to make the majority of our decisions--many orga...Starting at €8.20
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The HBR Agenda 2011 (Spanish version)
Ariely, Dan; Brown, Tim; Cappelli, Peter; Davenport, Thomas H.; Duflo, Esther; Fernández-Aráoz, Claudio; Govindarajan, Vijay; Gratton, Lynda; Hackman, J. Richard; Ibarra, Herminia; Kedrosky, Paul; Lafley, A.G.; Li, Charlene; Ma, Jack; Manzoni, Jean-Francois; Pink, Daniel H.; Porter, Michael E.; Schein, Edgar H.; Schmidt, Eric; Schwab, Klaus; Shirky, Clay; Stiglitz, Joseph E.; Sutton, Robert I.; Tyson, LaArticle HBS-R1101BKnowledge and CommunicationJoseph E. Stiglitz will be crafting a new postcrisis paradigm for macroeconomics whereby rational individuals interact with imperfect and asymmetric information. Herminia Ibarra will be looking for hard evidence of how "soft" leadership creates value. Eric Schmidt will be planning to scale mobile technology by developing fast networks and providing low-cost smartphones in the poorest parts of the world. Michael Porter will be using modern cost a...Starting at €8.20
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Una ingenier a inversa a la máquéina de innovación de Google
Iyer, Bala; Davenport, Thomas H.Article HBS-R0804CKnowledge and CommunicationIncluso entre las compañías de Internet, Google se destaca como una empresa diseñada con el objetivo explícito de tener éxito en la rápida innovación, profusa. Gran parte de lo que la compañía no tiene sus raíces en su legendaria infraestructura de TI, pero la tecnología y estrategia de Google son inseparables y mutuamente permeables - por lo que es difícil decir si la tecnología es el ADN de su estrategia o el otro alrededor de camino. Sea lo qu...Starting at €8.20