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Organizations need maturity around analytics, including a better distinction between what “could” and what “should” be done.
Peter A. Gloor
Email archive data presents patterns that managers can use to improve organizational performance.
Steve Allan (SVB Analytics), interviewed by Michael Fitzgerald
Can data assets be used as currency for financial transactions?
Data & Analytics
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KNOWLEDGE PARTNERMIT Sloan Management Review is collaborating with SAS on the development of research materials connected with analytics and management innovation.
GLOBAL INSIGHTS CASE STUDY SPONSORBecoming an analytics-driven organization means embedding analytics into your day-to-day business processes to drive real innovation.
- RESOURCES FROM EY ON DATA & ANALYTICS
- Making Decisions Faster
- Scientific Retailing and Advance Analytics
- Re-engineering the Supply Chain for the Omni-channel of Tomorrow
Sam Ransbotham et al.
The 2015 Data & Analytics Report by MIT Sloan Management Review and SAS finds that talent management is critical to realizing analytics benefits.
David Kiron et al.
The 2014 Data & Analytics Report by MIT Sloan Management Review and SAS finds that an analytics culture offers better outcomes.
David Kiron et al.
The 2013 Data & Analytics Report by MIT Sloan Management Review and SAS details the emergence of Analytical Innovators.
Our interviews with data practitioners from Cathay Pacific airlines, General Mills, Coca Cola and more explore how organizations are utilizing data for better decision making in the real world.
Hugh Scandrett (EnerNOC), interviewed by Sam Ransbotham
Energy intelligence software company EnerNOC is helping companies save money and cut back on energy usage.
Greg Jones (Equifax), interviewed by Sam Ransbotham
Equifax credit reporting agency is beginning to incorporate unstructured data from sources such as social media.
Wayde Fleener (General Mills), interviewed by Michael Fitzgerald
Companies adding analytics professionals must navigate cultural tradition and turf tensions.
Joe Locandro (Cathay Pacific), interviewed by David Kiron
Airline Cathay Pacific incorporates data into all its operations to make decision making more efficient. But experience counts, too.
Joseph D. Bruhin (Constellation Brands), interviewed by Sam Ransbotham
Graphic presentations of data are making it easier for sales people to see how they’re performing.
Remco Brouwer and Mathew Chacko (Coca-Cola), interviewed by Sam Ransbotham
Coca-Cola uses forward-looking analytics to understand its customer base and international distribution network.
June 25, 2015 | Christopher Mazzei
An organization can have the best technology and the best analytics but still fail to deliver. As Intermountain Healthcare demonstrates, a commitment to the human dimension can drive return on analytics investment. Its leadership commitment to analytics and organizational processes promotes a culture where every question is welcome and data delivers insights. And its training and incentives for doctors and other analytics ‘consumers’ encourage behaviors that deliver better outcomes.
Sam Ransbotham et al.
Should an international organization be required to take control of uniting the Internet of Things (IoT) into one system?
Sam Ransbotham (Boston College) et al.
An authors’ briefing and Q&A on the findings from the MIT SMR/SAS 2015 global study on data and analytics.
Denis Arnaud (Amadeus Travel Intelligence), Tuck Rickards (Russell Reynolds Associates), Sam Ransbotham (Boston College), interviewed by Michael Fitzgerald (MIT SMR)
A panel of experts discusses how to attract and manage analytics talent for best results.
We answer three questions about the findings in our recent Big Idea Initiative research report, “The Talent Dividend.”
September 15, 2015 | Michael Hu and Sean T. Monahan
Effectively managing and coordinating supply chains will increasingly require new approaches to data transparency and collaboration. Supply chains in coming years will become even more “networked” than they are today — with significant portions of strategic assets and core capabilities externally sourced and coordinated. Already, progressive companies are developing novel solutions to the dilemma of data transparency by using data “cleanrooms” and digital marketplaces.
"The sharing economy is gaining ground, fundamentally altering how people own and consume," write Kurt Matzler et al. in "Adapting to the Sharing Economy." "Network technologies, social and collaborative software and the changing habits of consumers are all abetting this growing movement."
Reputation is central to the new sharing economy — and data is the key to reputation.
Kurt Matzler et al.
New strategies are helping companies embrace “collaborative consumption” and the "sharing economy."
Robin Chase (Buzzcar), interviewed by David Kiron
Car-sharing saves money and emissions for drivers, and makes money for the companies coordinating.
Leading companies are using an array of detection and response techniques to become more resilient.
Here’s what it takes to lead a high-performing data science team in which team members (and their managers) are excited by what their teammates can do.
With the explosion of new technologies comes a new universe of data — and Epsilon is helping businesses navigate it.
Companies are having a tough time finding the data scientists they need — but that doesn’t mean those projects need to halt altogether.
Big data analysis can help geographically distributed companies monitor customer satisfaction.
Entravision, a Spanish-language media company, transformed its business model using big data.
Big Data approaches developed by new economy firms are being adopted by mainstream corporations.
Secrets are a casualty of analytical prowess, and companies have new incentives to act honorably.
The process of managing a data science research effort can seem quite messy, in contrast to data's aura of reason.
If there are quality problems with your data, there are ways to clean it up — but it’s often more efficient to refactor your processes to prevent “smelly” data.
Intermountain Healthcare uses data and analytics to improve its health services, including lowering its infection rates.
Huge, complex datasets are becoming universal. The skills needed to work with them? Not so much.
August 21, 2015 | Deborah Gallagher
An interactive infographic from MIT SMR’s content collaborator, SAS, and its partner site, AllAnalytics.com, highlights findings from the 2015 data and analytics research report, The Talent Dividend. The animated infographic illustrates several key stats from the report, including findings on finding, acquiring and managing analytics talent, and on changes to how companies are leveraging analytics for competitive advantage.