We often associate the use of analytics with running a successful corporation, but the truth is, its use goes way beyond that. Analytics is now increasingly playing a role in sports (Super Bowl, soccer, tennis), in the public sector and politics, and at nonprofit organizations.
City Year: Helping Students and Schools
City Year is a national nonprofit organization that mobilizes young adults to serve as full-time tutors, mentors, and role models in many of the nation’s highest …
Why is the future so difficult to predict? It is easy enough to jot down a few paragraphs on a given future topic, say the future of the retail industry and the impact that big data will have on it, but it is very difficult to have any assurance that those projections will map to anything that actually happens. Part of the problem is that we tend to see the future as an exaggerated version of the present rather than a world in which fundamental changes have occurred.
There is an old story in futurist circles, probably apocryphal, about a …
It’s the start of the year, and organizations around the world are holding kickoff meetings in order to explain new incentive systems to their employees.
These plans are typically the result of many months of painful negotiations, as corporate stakeholders debate the perfect set of incentives to support the organization’s strategy.
But every system of incentives inevitably opens up the possibility of dysfunctional behavior. Not necessarily because employees are corrupt, but because they feel pressured to “meet the numbers” – and because daring to question the value of corporate KPIs is actively discouraged.
Surveys, questionnaires, and polls generate data, but survey data and hard data aren’t the same thing. I often see them treated in the same light in the context of answering business questions or delivering actionable insight, and with equal zeal and qualification. But there are definite differences.
Understanding the difference between data collected from surveys vs. data generated from transactions or operations is crucial. It will help us find the relevant answers to our questions and also save us a lot of time and money in the process.
There’s a science and methodology to developing effective surveys. Design and data …
“In preparing for battle, I have always found that plans are useless, but planning is indispensable.” General Dwight D. Eisenhower
Faced with rapid changes in marketing over the last few years, marketers are under increased pressure to be proactive and produce results within shorter time frames. They have to review their plans to meet dynamic market changes. Organizations are handling this pace of change via agile marketing.
Agility is driven by the need to serve end users. It’s about always being relevant and responsive. Developing an iterative marketing plan provides opportunities to review the plan and update it as needed …
Recently, the analysis firm Oxford Economics carried out a significant research project into how small and medium-sized enterprises (SMEs) go about building customer relationships, improving agility, and expanding their businesses. Called SMEs: Equipped to Compete, the survey came out with four key findings. I recently discussed the impacts of the findings with Colin White in this video.
In case you missed it, here’s a summary of what the survey found.
SMEs Are Adopting a Global Mindset
One-third of those interviewed said global expansion was a growth driver, one-half of them are collaborating with …
In 2009, Infohrm (now SuccessFactors Workforce Analytics and Planning) published a survey entitled “Workforce Analytics: Creating a Discipline of Data-Driven Decisions”. The study found that, of the 200+ participants, only 4% of organizations said that line managers view workforce analytics of “high importance.”
No definitive root cause of this lack of interest was identified, but potential reasons included the limited availability of integrated data (talent, financial, operational) and the lack of a clear process for delivering analytics at the point of decisions.
More recently, a CIO.com article, HR Departments Invaded by Data Scientists, opens …