This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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
-
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