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Competing on Analytics with External Processes: Customer and Supplier Applications
Davenport, Thomas H.; Harris, Jeanne G.Capítulo de Libro 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."Desde 8,20 €
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Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability
Davenport, Thomas H.; Harris, Jeanne G.Capítulo de Libro 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."Desde 8,20 €
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Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work
Davenport, Thomas H.; Harris, Jeanne G.Capítulo de Libro 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."Desde 8,20 €
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Embed Analytics in Business Processes: A How-To Guide
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertCapítulo de Libro HBS-5751BC-EDirección estratégicaIf 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...Desde 8,20 €
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Leadership: The Deciding DELTA Factor--The Human Element Behind Analytical Mastery
Davenport, Thomas H.; Harris, Jeanne G.; Morison, RobertCapítulo de Libro HBS-5745BC-EDirección estratégicaThere 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...Desde 8,20 €
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Architecture of Business Intelligence: Aligning a Robust Technical Environment with Business Strategies
Davenport, Thomas H.; Harris, Jeanne G.Capítulo de Libro HBS-2202BC-EWhile improvements in technology's ability to store data can be astonishing, most organization's ability to manage, analyze, and apply data has not kept pace. In this chapter, the authors identify the technology, data, and governance processes needed for analytical competition. This chapter was originally published as Chapter 8 of "Competing on Analytics."Desde 8,20 €
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What Makes an Analytical Competitor: Defining the Common Key Attributes of Such Companies
Davenport, Thomas H.; Harris, Jeanne G.Capítulo de Libro HBS-2196BC-EIn this chapter, the authors describe the key attributes of companies that compete on analytics and the levels and stages of these attributes found through research on actual organizations. This chapter was originally published as Chapter 2 of "Competing on Analytics."Desde 8,20 €
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Road Map to Enhanced Analytical Capabilities: Progressing Through the Five Stages of Development
Davenport, Thomas H.; Harris, Jeanne G.Capítulo de Libro HBS-2200BC-EThe overwhelming majority of organizations have neither a finely honed analytical capability nor a detailed plan to develop one. This chapter introduces a road map that describes how organizations become analytical competitors and the behaviors, capabilities, challenges, and benefits associated with each stage of the development process. This chapter was originally published as Chapter 6 of "Competing on Analytics."Desde 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.Capítulo de Libro 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."Desde 8,20 €
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Competing on Analytics with Internal Processes: Financial, Manufacturing, R&D, and Human Resource Applications
Davenport, Thomas H.; Harris, Jeanne G.Capítulo de Libro HBS-2198BC-EThis chapter focuses on internal business processes and the challenge not only of identifying internal applications of business analytics, but of finding some applications that are clearly strategic and involve competitive advantage. This chapter was originally published as Chapter 4 of "Competing on Analytics."Desde 8,20 €