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Analytics 3.0
Davenport, Thomas H.Article HBS-R1312C-EStrategyThose who study "data smart" companies believe that we've already lived through two eras in the use of analytics--we might think of them as "before big data" and "after big data"--and are entering a third. It represents a far-reaching resolve to apply powerful data gathering and analysis not just to a company's operations but also to its customer services and products. This strategic change in focus means a new role for analytics. Companies will ...Starting at €8.20
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How to Design Smart Business Experiments
Davenport, Thomas H.Article HBS-R0902E-EStrategyManagers regularly implement new ideas without evidence to back them up. They act on hunches and often learn very little along the way. That doesn't have to be the case. With the help of broadly available software and some basic investments in building capabilities, managers don't need a PhD in statistics to base consequential decisions on scientifically sound experiments. Some companies with rich consumer-transaction data - Toronto-Dominion, CKE...Starting at €8.20
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Media General: Should We Restructure for a New Strategy--How Savvy Leaders Foster Better Decision Making to Eradicate Siloes
Davenport, Thomas H.; Manville, BrookBook Chapter HBS-8970BC-EChapter 10 of "Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right" reveals the necessary values, attributes, and actions of a leader who must introduce organizational decision making to a siloed business. The authors tell the story of major regional news organization Media General and how its CEO was able to bring together a divided organization to live into the future of the industry. *About the book:* Despite the ...Starting at €8.20
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Ancient Athenians: How Can We Defend Against Life-or-Death Invasion--How Civilization's First Democracy Exemplifies Collective Decision Making
Davenport, Thomas H.; Manville, BrookBook Chapter HBS-8963BC-EChapter 7 of "Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right" reveals the roots of organizational democracy and hierarchy and the role of the leader in catalyzing conversations that lead to the best decisions. By telling the story of how the citizens of ancient Athens debated and made critical defense decisions in the face of the oncoming Persian army, the authors provide the Ur-example of a democratic culture t...Starting at €8.20
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Partners HealthCare System: How Should We Treat This Patient--Using Information Technology to Make Better Decisions
Davenport, Thomas H.; Manville, BrookBook Chapter HBS-8956BC-EChapter 4 of "Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right" shows how an organization can combine computer-based data and human judgment to make critical decisions faster and with greater success. The authors walk you through Boston-based Partners HealthCare System's transition to the use of data, analysis, and computerized medical knowledge--combined with physicians' own face-to-face interactions with patient...Starting at €8.20
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Competing on Talent Analytics
Davenport, Thomas H.; Harris, Jeanne; Shapiro, JeremyArticle HBS-R1010B-EStrategyDo investments in your employees actually affect workforce performance? Who are your top performers? How can you empower and motivate other employees to excel? Leading edge companies such as Google, Best Buy, P&G, and Sysco use sophisticated data-collection technology and analysis to answer these questions, leveraging a range of analytics to improve the way they attract and retain talent, connect their employee data to business performance, diffe...Starting at €8.20
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Reverse Engineering Google's Innovation Machine
Iyer, Bala; Davenport, Thomas H.Article HBS-R0804C-EEven among internet companies, Google stands out as an enterprise designed with the explicit goal of succeeding at rapid, profuse innovation. Much of what the company does is rooted in its legendary IT infrastructure, but technology and strategy at Google are inseparable and mutually permeable - making it hard to say whether technology is the DNA of its strategy or the other way around. Whichever it is, Iyer and Davenport, of Babson College, beli...Starting at €8.20
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McKinsey & Company: Should We Recruit from a Different Pool of Talent--Using Participative Decision Making to Manage Disruptive Change
Davenport, Thomas H.; Manville, BrookBook Chapter HBS-8955BC-EChapter 3 of "Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right" shows how you can connect your company's culture and its decisions to better manage change and yield powerful transformations. Using the example of a tradition-breaking talent management strategy McKinsey & Company first introduced in the late 1980s, the authors show how the new approach was born of a series of small decisions involving individuals fr...Starting at €8.20
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Keeping Up with the Quants 7. Working with Quants
Davenport, Thomas H.; Kim, JinhoBook Chapter HBS-7700BC-EKeeping Up with the Quants is a seven-chapter book published in 2013 by the Harvard Business Review Press and written by Thomas Davenport, Professor of IT and Management at Babson College, and Jinho Kim, Professor of Business and Statistics at Korea National Defense University. Written for non-analysts and "non-quants," this book is a guide to summarizing data, interpreting its meaning, and using it in decision-making. The authors explain that a ...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