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Title: Competing on Analytics
Subtitle: The New Science of Winning
Author: Jeanne G. Harris, Thomas H. Davenport
Narrator: L. J. Ganser
Format: Unabridged
Length: 10 hrs and 50 mins
Language: English
Release date: 09-19-17
Publisher: Recorded Books
Ratings: 4 of 5 out of 8 votes
Genres: Business, Leadership
Publisher's Summary:
From two pioneers in business analytics, an update of the classic book on how analytics and business intelligence are transforming competition and how leading organizations build and compete on an analytical capability. Leading companies are doing more than just collecting and storing data in large quantities - they're now driving their competitive strategies based on data-driven insights. And achieving impressive results: Identifying the most profitable customers, accelerating product innovation, optimizing supply chains and pricing, and leveraging the true drivers of financial performance. The secret weapon? Analytics - sophisticated quantitative and statistical analysis and predictive modeling supported by data-savvy leaders and powerful information technology.
In Competing on Analytics, Davenport and Harris explain how analytics are transforming the basis of competition in industry after industry. They show how organizations as diverse as Procter & Gamble, Capital One, CEMEX, and the Boston Red Sox are using these tools to outperform rivals, by applying analytics to finance, manufacturing, R&D, and HR and with customers and suppliers. Presenting a practical framework of the five stages of analytical competition, this book provides managers with the road map for becoming an analytical competitor.
Members Reviews:
How to make "a strategic shift toward cognitive technologies in general, and machine learning in particular"
Almost everything I know about analytics I have learned from the articles and books co-authored by Tom Davenport and Jeanne Harris. This is an updated and expanded edition of a business classic first published in 2007. They focus on an important lesson from their research: âExtracting value from information is not primarily a matter of how much data you have or what technologies you use to analyze it, though these can help. Instead, itâs how aggressively you exploit these resources and how much you use them to create new or better approaches to doing business.â
Briefly, Davenport and Harris define analytics as âthe extensive use of data, statistical and quantitative analysis, explanatory and predictive models, and fact based management to drive decisions and actions.â Analytics can be descriptive, predictive, prescriptive, and/or autonomous.
More specifically, consider the DELTA model developed by Tom years ago. As he explains, it continues to have five attributes:
1. Data: Analytical companies require integrated, high-quality, and easily accessible data about their businesses and markets.
2. Enterprise: Instead of managing their analytics resources in disconnected silos, highly analytical firms manage these resources â including data, technology, and analysts â in a coordinated fashion throughout the enterprise.
3. Leadership: One of the key factors driving success in analytics is strong, committed leaders who understand the importance of analytics and constantly advocate for their development and use in decisions and actions.
4. Targets: Organizations canât be equally analytical about all aspects of their businesses, so they need to target specific business capabilities and functions to the extensive use of analytics.
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