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Building an Analytical Culture

Terry Leahy, former CEO of Tesco

The CEO has to lead the focus on data

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Former Tesco CEO Sir Terry Leahy will share management lessons at this year’s The Premier Business Leadership Series in Orlando. Here’s a sneak peek at what he has to say.

All Building an Analytical Culture Stories

Educating informed “intuitants”

Jay Liebowitz, Orkand Endowed Chair in Management and Technology, University of Maryland University College

“Today’s knowledge worker and future senior leader should be an “Informed Intuitant,’” says Dr. Jay Liebowitz of the University of Maryland University College. Read more about this skillset combining analytics and insight to make decisions.

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The importance of processes and incentives according to “I Love Lucy”

For analytics to work, you must change the process and align incentives

In the final installment of SAS’ Laura Squier’s “Myths and Realities of Successful Analytics” series, she illustrates the importance of changing processes and aligning incentives through a familiar “I Love Lucy” scene.

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8 professionals you need to build your analytics dream team (cont.)

Laura Squier, Sales Engineering Manager, SAS

In this post in the “Myths and Realities of Successful Analytics” series, SAS’ Laura Squier names the the last four of eight professionals in her analytic dream team–and explains why they’re crucial to the success of any analytic project.

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8 professionals you need to build your analytics dream team

Getting the right data to measure human capital

In this installment of the “Myths and Realities of Successful Analytics” series, SAS’ Laura Squier names the eight professionals in her analytic dream team–and explains why they’re crucial to the success of any analytic project.

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It takes more than a few data scientists to make analytics successful

Laura Squier, Sales Engineering Manager, SAS

In SAS’ Laura Squier’s “Myths and Realities of Successful Analytics” series, she busts the myths surrounding data scientists and explains how businesses can build successful analytics solutions.

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You’re the reason your data is bad

You're the reason your data is bad

Evan Stubbs, author The Value of Business Analytics, examines the blame game surrounding bad data and the inevitable poor results. Stubbs offers advice on admitting mistakes and why correcting them are of utmost importance in analytics.

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Five practical steps to the people side of change

Thought leader, SAS Best Practices

Change is a challenging, complicated, and emotional process. Whether your change is implementing a new technology, establishing data governance, or introducing analytics, the following recommendations will help you deal with people as stakeholders of change.

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Getting the right data to measure human capital

Getting the right data to measure human capital

Boyce Byerly, Ph.D., Cofounder of Capital Analytics discusses the challenges and debates surrounding the collecting of data for measuring human capital. He also offers advice for those seeking a career in human capital analytics.

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Ka and Ba: The soul of an organization

Jay Liebowitz, Orkand Endowed Chair in Management and Technology, University of Maryland University College

The soul of an organization is made up of Knowledge Acquisition and Business Analytics, says Jay Liebowitz, Orkand Endowed Chair in Management and Technology, University of Maryland University College.

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Top three myths about evaluating human capital

Gene Pease, CEO of Capital Analytics

Measuring and evaluating human capital can be an arduous task. Gene Pease, author and CEO of Capital Analytics, dispels myths about stakeholder involvement, quantifying soft skills and obtaining data when evaluating human capital in your business.

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