Competing on Analytics: The New Science of Winning

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Harvard Business Press, Mar 6, 2007 - Business & Economics - 218 pages
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You have more information at hand about your business environment than ever before. But are you using it to “out-think” your rivals? If not, you may be missing out on a potent competitive tool.

In Competing on Analytics: The New Science of Winning, Thomas H. Davenport and Jeanne G. Harris argue that the frontier for using data to make decisions has shifted dramatically. Certain high-performing enterprises are now building their competitive strategies around data-driven insights that in turn generate impressive business results. Their secret weapon? Analytics: sophisticated quantitative and statistical analysis and predictive modeling.

Exemplars of analytics are using new tools to identify their most profitable customers and offer them the right price, to accelerate product innovation, to optimize supply chains, and to identify the true drivers of financial performance. A wealth of examples—from organizations as diverse as Amazon, Barclay’s, Capital One, Harrah’s, Procter & Gamble, Wachovia, and the Boston Red Sox—illuminate how to leverage the power of analytics.
 

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The problem with this book is similar to the concept of Adverse Selection. Because it is a book about analytics, it is going to attract analytical people. Yet those people are exactly the type of audience that will see right through this book's vague, utopian, and shallow references... giving it a poor review.
This book would be great for a Vice President in corporate america, who is over the age of 50 and has never made a data-driven decision in their life. Maybe this book is enough to get them speaking platitudes in the board meetings, enough to get the ball rolling on hiring some analytical minds, the same analytical minds who wasted 3 hours of their life reading this garbage and who gave this book a crappy review.
 

Contents

Copyright
What Makes an Analytical Competitor?
Analytics and Business Performance
Competing on Analytics with External Processes
A Road Map to Enhanced Analytical Capabilities
Managing Analytical People
The Architecture of Business Intelligence
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About the author (2007)

Thomas H. Davenport is the President’s Distinguished Chair at Babson College and a research fellow at the MIT Center for Digital Business. Jeanne G. Harris is Executive Research Fellow and Director of Research for the Accenture Institute for High Performance Business.

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