Welcome to the age of data. No matter your interests (sports, movies, politics), your industry (finance, marketing, technology, manufacturing), or the type of organization you work for (big company, nonprofit, small start-up) - your world is awash with data. As a successful manager today, you must be able to make sense of all this information. You need to be conversant with analytical terminology and methods and able to work with quantitative information. This audiobook promises to become your "quantitative literacy" guide.
"Not enough takeaways for the price of the book"
Go ahead, be skeptical about big data. The author was - at first. When the term "big data" first came on the scene, best-selling author Tom Davenport (Competing on Analytics, Analytics at Work) thought it was just another example of technology hype. But his research in the years that followed changed his mind. Now, in clear, conversational language, Davenport explains what big data means - and why everyone in business needs to know about it.
Knowledge workers are the innovators, designers and marketers of your company's products and services. They are the highly paid strategists, executives, and IT specialists whose ideas and expertise fuel your success. But are they delivering their best performance?
Despite the dizzying amount of data at our disposal today - and an increasing reliance on analytics to make the majority of our decisions - many of our most critical choices still come down to human judgment. This fact is fundamental to organizations whose leaders must often make crucial decisions: to do this they need the best available insights. This book introduces a model that taps the collective judgment of an organization so that the right decisions are made, and the entire organization profits.
Every piece of the company plays a part, every failure breeds success, and every success demands improvement. From the April 2008 issue of Harvard Business Review.
Thomas H. Davenport, a professor at Babson College, Jeanne Harris, an executive research fellow and senior executive at Accenture's Institute for High Performance, and Jeremy Shapiro, an executive director in human resources at Morgan Stanley, writes about what the best companies know about their employees – and how they use that information to outperform their rivals.