From the top desk to the desk top. In many organizations there can be a wide divide and disconnect between the executives
Teamwork and collaboration is the ideal way to live in the organization mansion. But despite all the encouragement
Imagine that I took over the management of a poorly performing organization and wanted to keep it that way. For example, I might not want it to grow so quickly that it would leave me less time to pursue my hobbies and watching my recorded television shows. What steps would I take?
I am obviously not suggesting that many analysts are prehistoric humans with beards wielding clubs
It seems the Holy Grail for scorecards and dashboards seems to be organizations seeking to answer, “What should our key performance indicators (KPIs) be?”
So opposition to or proposition for analytics? Rejection or acceptance?
What is it about accepting a new idea like applying analytics? There is a lot.
Every once in a while we need to step back, press the “pause” button on the Stairmaster exercise machine, take some deep breaths, and reflect on just what the heck is going on. I’d like to reflect with you my take on what I believe is driving the accelerating interest in analytics and big data.
Good Luck. This pop quiz will not be too hard. And it is multiple choice. So you can guess and maybe luck out. The answers are at the bottom.
Imagine that you are now the CEO of your organization. Further imagine that it is underperforming. Worse yet, your organization has low employee morale, high labor turnover, declining market share, falling profits, competitors that are under-pricing you and constant criticism from your board of directors, investors and investment analysts. Sound like a fun job? What are you going to do? You start building.