Discussing analytical talent challenges and strategies at Stryve Executive Forum, February 2103: http://www.youtube.com/watch?v=EvPeFZkPxu8
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Succeeding with Business Analytics
Businesses are awash in data and the deluge continues. While most struggle just to sort through the data, leading competitors capitalize on it by using analytics to clarify the past, make smart decisions today, and anticipate the future. Equipped with analytical insight, they manage by fact, they connect with customers and employees, and they thrive in a complex networked marketplace. Analytics are different from other information systems applications, however. The process is not specify-build-test, but rather focus-explore-iterate. Analytics applications require different people, skills, and working relationships. Then as analytical models, applications, and successes multiply, business people must become more analytical in their thinking and behavior. And building an analytical enterprise takes a special brand of leadership. Bob explores these challenges and pragmatic techniques for building analytical capabilities and succeeding with analytical applications.
The People Side of Analytics
Enterprises face a variety of challenges in trying to tap the revelatory and predictive power of analytics. Often these challenges have more to do with people than with data or technology. Analyst talent is in short supply overall, and many organizations struggle to attract and retain analytics professionals. Business people unaccustomed to analytics may have difficulty understanding, trusting, and using better data and analyses in their everyday work. And a culture not attuned to management by fact will be inhospitable to analytics to begin with. In short, analytics implementation poses organizational issues of both supply and demand. Bob discusses the people side of business analytics – challenges, success factors, pitfalls, and management techniques, including being analytical in your people processes. capabilities to use analytics are often uneven, and demand for analytics may be uninformed.
Reengaging Today's Employees
The post-recession employment landscape has a new look. Job creation is slow, but competition for skilled knowledge workers intensifies. Employers have learned to operate with fewer full-time staff and to rely more on part-time and outside contributions. Under cost pressures, employers continue to curtail health and other benefits. Many employees may crave the old loyalty-for-security employment deal, but growing numbers expect low-loyalty relationships. Under these conditions, how does an employer attract, engage, and retain the skilled people it needs? Many people are happy just to be employed, but what is there for employees to get excited about – to enlist them in going the extra mile to help the organization succeed? Bob describes six strategies for success.
Reinventing Employee Computing
Organizing to Innovate
Succeeding with Business Analytics
Businesses are awash in data and the deluge continues. While most struggle just to sort through the data, leading competitors capitalize on it by using analytics to clarify the past, make smart decisions today, and anticipate the future. Equipped with analytical insight, they manage by fact, they connect with customers and employees, and they thrive in a complex networked marketplace. Analytics are different from other information systems applications, however. The process is not specify-build-test, but rather focus-explore-iterate. Analytics applications require different people, skills, and working relationships. Then as analytical models, applications, and successes multiply, business people must become more analytical in their thinking and behavior. And building an analytical enterprise takes a special brand of leadership. Bob explores these challenges and pragmatic techniques for building analytical capabilities and succeeding with analytical applications.
The People Side of Analytics
Enterprises face a variety of challenges in trying to tap the revelatory and predictive power of analytics. Often these challenges have more to do with people than with data or technology. Analyst talent is in short supply overall, and many organizations struggle to attract and retain analytics professionals. Business people unaccustomed to analytics may have difficulty understanding, trusting, and using better data and analyses in their everyday work. And a culture not attuned to management by fact will be inhospitable to analytics to begin with. In short, analytics implementation poses organizational issues of both supply and demand. Bob discusses the people side of business analytics – challenges, success factors, pitfalls, and management techniques, including being analytical in your people processes. capabilities to use analytics are often uneven, and demand for analytics may be uninformed.
Reengaging Today's Employees
The post-recession employment landscape has a new look. Job creation is slow, but competition for skilled knowledge workers intensifies. Employers have learned to operate with fewer full-time staff and to rely more on part-time and outside contributions. Under cost pressures, employers continue to curtail health and other benefits. Many employees may crave the old loyalty-for-security employment deal, but growing numbers expect low-loyalty relationships. Under these conditions, how does an employer attract, engage, and retain the skilled people it needs? Many people are happy just to be employed, but what is there for employees to get excited about – to enlist them in going the extra mile to help the organization succeed? Bob describes six strategies for success.
Reinventing Employee Computing
Organizing to Innovate