All too often analytics projects are confined to one poor soul, or a few people in an isolated department. Not so at McDonald’s. Mike Cramer, McDonald’s Director of Operations Research for Worldwide Restaurant Innovation, explains.
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.
Partly through analytics, according to this article. Read more on the new data scientist, business analyst and movements in academia to support data-intensive industries like cybersecurity, finance, healthcare and others.
A reliable deployment system for analytic models is vital to successfully operationalizing analytics. Learn more in this article, part of a series on operationalizing analytics.
If you’re looking to operationalize analytics, you can’t do it without a repeatable, industrial-scale development process. Discover what that looks like in this article, part of a series on operationalizing analytics.
The first step to operationalizing analytics is understanding and solving the right problem. Find out how in this article, part of a series on operationalizing analytics based on a recent white paper by James Taylor, Decision Management Solutions.
Operationalizing analytics involves making analytics pervasive, predictive and actionable, says James Taylor, CEO, Decision Management Solutions. Hear more in this video.
The OODA loop is a concept referring to a cycle of events that surround the decision making process in military dog fighting. Read SAS’ Greg Wood’s take on its relevance to business decision making.
Erik Brynjolfsson, director of the MIT Center for Digital Business, shares higlights of his research on the measureable impact of data-driven decision making and how analytics fits into his recent book, Race against the Machine.
Terry Leahy, former CEO of Tesco, reveals nine management lessons that made Tesco one of the most remarkable business turnaround stories in British history. During his tenure, Tesco grew from being half the size of its two biggest competitors to six times the size of either of them. Take his advice about customer relationships and competition to your organization.
Keep it simple, stupid
Emerging drivers for “common” enterprise information analytics
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