Negocios y Finanzas
Harvard Business Review Special Issues

Harvard Business Review Special Issues Winter 2017

Harvard Business Review OnPoint makes it fast and easy to put HBR’s ideas to work. Handpicked by HBR’s editors to bring readers the most relevant ideas and insight on a single business topic, these collections include full-text articles, summaries of key points, and suggestions for further reading, plus content selected from hbr.org.

País:
United States
Idioma:
English
Editor:
Harvard Business School Publishing
Periodicidad:
Quarterly
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2 min.
find the gems in your data

COMPANIES TODAY are awash in data. Gathering it all is the easy part. The hard part is sifting through it to arrive at meaningful insights that can help you make better predictions and more educated decisions. That’s how savvy companies will get the edge they need to “pull away from their rivals,” as Andrew McAfee and Erik Brynjolfsson note in “Big Data: The Management Revolution.” It becomes clear from the articles in this issue of HBR OnPoint that successfully managing and analyzing data is as much about the people driving the initiative as about the numbers themselves. Leaders must learn to shift from making decisions using gut and intuition to a more evidence-based approach. They then have to see that the behavior and culture of the rest of the organization follow…

6 min.
does your company know what to do with all its data?

THERE ARE many ways to put data to work, and companies— especially their leaders—are advised to explore as many of them as they can. Each presents distinct opportunities for profit and competitive advantage, from product improvements to new revenue streams to possible industry game changers. At the same time, each presents challenges that must be experienced to be appreciated. Although big data, analytics, artificial intelligence, and the internet of things garner the lion’s share of media attention, using data to its full potential is much more about management than it is about technology. A team of data scientists may employ a series of clever analyses to yield an important insight, but that insight will die on the vine if others in the organization don’t carry it forward by developing a deeper…

6 min.
breaking down data silos

PREDICTIVE ANALYTICS, data science, artificial intelligence, bots. The waves of advances in the application of data keep on coming. You can’t read the pages of mainstream or business media without being impressed by the opportunity. Yet, although the power of analytics is common currency, it’s spoken of far more often than it’s practiced. The biggest obstacle to using advanced data analysis isn’t skill base or technology; it’s plain old access to the data. Every CIO I meet tells me that they are excited at the potential of analytics for their business, with one caveat—they can’t get their hands on the data in the first place. Embracing data as a competitive advantage is a necessity for today’s business, so why is it so hard to get access to the data we need? There…

5 min.
how analytics has changed in the past 10 years (and how it’s stayed the same)

TEN YEARS ago, Jeanne Harris and I published the book Competing on Analytics. Analytical technology has changed dramatically over the past decade, so we recently revised our book for publication in September, which allowed us to take stock of 10 years of change in analytics. Of course, not everything is different. Some technologies from a decade ago are still in broad use. There has been even more stability in analytical leadership, change management, and culture—in many cases, those remain the toughest problems to address. But we’re here to talk about technology. Here’s a brief summary of what’s changed in 10 years. This past decade was the era of big data. New data sources such as online clickstreams required new hardware offer ings, both on premise and in the cloud, primarily involving distributed…

6 min.
how to integrate data and analytics into every part of your organization

MANY CONVERSATIONS about data and analytics (D&A) start by focusing on technology. Having the right tools is critically important, but too often executives overlook or underestimate the significance of the people and organizational components required to build a successful D&A function. When that happens, D&A initiatives can falter—not delivering the insights needed to drive the organization forward or not inspiring confidence in the actions required to do so. The stakes are high, with International Data Corporation estimating that global business investments in D&A will surpass $200 billion a year by 2020. A robust, successful D&A function encompasses more than a stack of technologies or a few people isolated on one floor of the building. D&A should be the pulse of the organization, incorporated into all key decisions across sales, marketing, supply chain,…

7 min.
the four mistakes most managers make with analytics

THERE IS a lot of hype surrounding data and analytics. Firms are constantly exhorted to set strategies in place to collect and analyze big data, and warned about the potential negative consequences of not doing so. For example, the Wall Street Journal recently suggested that companies sit on a treasure trove of customer data but for the most part do not know how to use it. In this article, we explore why. On the basis of our work with companies that are trying to find concrete and usable insights from petabytes of data, we have identified four common mistakes managers make when it comes to data. Mistake 1 Not Understanding the Issues of Integration The first challenge limiting the value of big data to firms is compatibility and integration. One of the key…