Analytics & Organizational Culture

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Sharing Supply Chain Data in the Digital Era

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.

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Participant Questions From the Recent “Internet of Things” Webinar

On July 30th, 2015, MIT Sloan Management Review hosted a webinar on “Managing Data in the Age of the Internet of Things.” At the end of the webinar, many participants asked questions, but we didn’t have time to answer them all during the webinar itself. We’ll answer some of the most popular questions here. Included: Should an international organization be required to take control of uniting the Internet of Things (IoT) into one system?

Image courtesy of Flickr user enshahdi
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How to Build (and Keep) a World-Class Data Science Team

To manage a first-rate data science or quant group, leaders need to build an engaging environment, get the team the resources it needs and balance being involved while also staying out of the way. In banking, for example, division managers generally don’t review loan applications. But in analytics, the most successful leaders engage regularly in hands-on research and continue to publish regularly even as they move up the executive ladder. By staying active in line research, analytics managers are able to hone their abilities to judge how difficult projects are and how long they will take.

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Using Big Data for Better Health Outcomes

Intermountain Healthcare is leading the way in data driven healthcare. In an example from Intermountain’s own operating rooms, the use of data to measure the impact of standardized surgeon attire on infection rates resulted in a significant drop in those rates. The infection control scenario is just one result from decades of work at Intermountain to build a data culture. Over the years, clinicians have learned to work together on a concerted effort to bring data based insights to clinicians and managers.

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The New Data Republic: Not Quite a Democracy

There are clear signs that the movement to democratize data is making real progress. Barriers such as infrastructure, culture, tools, and governance that once kept data access limited are quickly eroding. But access to data isn’t enough: Data democratization also requires knowing how to work with data and understand data analysis tools and techniques. Without these capabilities, the data democracy is only an illusion — and most people are still unable to participate fully.



At This Education Nonprofit, A Is for Analytics

In an interview with MIT Sloan Management Review, Christopher House CEO Lori Baas and director of quality assurance Traci Stanley explain how they're using data throughout their educational organization to track student outcomes and look for improvements. "We now can show, based on the assessments, not only how our kids are improving in their cognitive development, or social-emotional development, but also how we compare to similar organizations," says Bass.


When Health Care Gets a Healthy Dose of Data

American health care is undergoing a data-driven transformation — and Intermountain Healthcare is leading the way. This MIT Sloan Management Review case study examines the data and analytics culture at Intermountain, a Utah-based company that runs 22 hospitals and 185 clinics. Data-driven decision making has improved patient outcomes in Intermountain's cardiovascular medicine, endocrinology, surgery, obstetrics and care processes — while saving millions of dollars in procurement and in its the supply chain. The case study includes video clips of interviews and a downloadable PDF version.


On the Care and Feeding of Your Analytics Talent

A panel of experts discusses the challenges of finding, engaging and organizing data scientists for best results. They talk about how to support your data scientists and keep them engaged in the right kinds of tasks and how to integrate new talent into your existing data and analytics team. They also talk about the skills and traits to look for when recruiting and selecting your data/analytics team, and how to assess existing internal talent for data roles.


Minding the Analytics Gap

While analytical skills are improving among managers, the increasing sophistication of analyses is outpacing the development of those skills. The resulting gap creates a need for managers to become comfortable applying analytical results they do not fully understand. A 2014 survey by MIT Sloan Management Review, in partnership with SAS Institute Inc., highlights the ways that companies can address this problem by focusing on both the production and consumption sides of analytics.


The New World of Work

Advanced digital technologies are swiftly changing the kinds of skills that jobs require. Researchers Frank MacCrory, George Westerman and Erik Brynjolfsson from the MIT Sloan School of Management and Yousef Alhammadi of the Masdar Institute studied the changes in skill requirements over the 2006-2014 time period. While demand has clearly grown for computer skills, it has grown for interpersonal skills, too. The authors advise people in all lines of work to be flexible about acquiring new talents.



How to Hire Data-Driven Leaders

For recruiters, the technological developments of the past 3 years have been transformational, says Tuck Rickards of Russell Reynolds. With the transformation of business to a more real-time, connected, data-driven focus, the type of talent companies seek — even the type of organizational structure they’re building — has undergone a quantum shift. But the changes aren’t yet done: “The next five years are huge for companies to reorient themselves from a leadership and team perspective,” warns Rickards.


Sports Analytics: The NFL Connects with Fans

In a conversation with MIT Sloan Management Review, Michelle McKenna-Doyle, the NFL's senior vice president and first-ever CIO, discusses the organization’s customer-focused approach to big data and analytics. She explains how the NFL works to make its employees comfortable with their own data sets.


Is Your Organization Ready for the Impending Flood of Data?

Hal Varian, chief economist at Google and emeritus professor at UC Berkeley, has been with Google for more than a decade and has unique insight into the past and future of data analytics. In a conversation with MIT Sloan Management Review guest editor Sam Ransbotham, Varian says that companies need to beef up their systems to function within an overwhelming data flow — including new voice-command system data and other computer-mediated transactions.

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Catching Up with Scantily Clad Analytics Emperors

If you’re lying awake at night fretting that your competition has mastered analytics when you haven’t, take a breath — many of the stories we hear about analytics success are likely skewed. The transition to analytics-focused business is still far, far from universal, and that, says information systems expert Sam Ransbotham, means you have a chance to catch up.

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Short on Analytics Talent? Seven Tips to Help Your Company Thrive

Companies are having a tough time finding the data scientists they need — they just aren’t being trained fast enough to meet market demand. While it may be challenging to keep ambitious analytics projects in development without employees with the necessary skill sets, that doesn’t mean those projects need to halt altogether. Sam Ransbotham offers seven tips for making progress when you don’t have enough analytics talent on board.



At Amadeus, Finding Data Science Talent Is Just the Beginning

Everyone wants to hire skilled data scientists — especially Spain’s Amadeus, a travel sector technology company. Amadeus has brought more than forty new hires into this post since 2013. But locating talent is just the beginning. In an interview with MIT Sloan Management Review, Amadeus’s Denis Arnaud describes the steps he takes to not only identify data science talent, but to make sure they integrate well into the company, too.


Training the Next Generation of Business Analytics Professionals

When Michael Rappa proposed to his employer, North Carolina State University, that they create a degree program for business analytics in 1999, they dismissed the idea. But 14 years later, the Institute for Advanced Analytics is a pioneering and successful program that trains analytics professionals for businesses hungry for analytics skills. Rappa sat down with MIT Sloan Management Review’s Michael Fitzgerald to explain how the Institute came about — and where it’s headed.


Getting Value From Your Data Scientists

Data scientists differ from other types of analysts in significant respects. To create real business value, top management must learn how to manage these “numbers people” effectively. To help executives avoid repeating some of the mistakes that have undermined the success of previous generations of analytical talent, the authors offer up seven recommendations for providing useful leadership and direction.

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Capitalizing on Data by Building Organizational Capabilities

The idea is simple: develop a methodology that ties patient outcomes to provider fees so that clinicians are rewarded when patients’ health improves. Making it happen is a lot more complicated. When WellPoint undertook this task, it discovered that there was more to it than simply the challenge of applying data analytics technology — the company’s innovation processes had to be reinvented.

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Technology Solutions for Health Care Need a Continuous Process

It’s no secret that the fee-for-service model in U.S. health care is a driving factor in spiraling costs. WellPoint’s innovative plan to shift to a value-based payment plan may prove to be a key innovation that keeps a lid on those costs. But as commentator Sam Ransbotham points out, their effort to change the payment system also highlights a need for process changes at WellPoint itself.

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