Bøger af Thomas H. Davenport

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.

Focusing on knowledge management, this book establishes the enduring vocabulary and concepts, and serves as a hands-on resource for fast companies that recognize knowledge as the only sustainable source of competitive advantage. It examines how all types of companies can effectively understand, analyze, measure, and manage their assets.

"An exploration of the future of work featuring real-world profiles of changing jobs and work arrangements in light of human/AI interaction"--

Knowledge workers create the innovations and strategies that keep their firms competitive and the economy healthy. Yet, companies continue to manage this new breed of employee with techniques designed for the Industrial Age. As this critical sector of the workforce continues to increase in size and importance, that's a mistake that could cost companies their future. Thomas Davenport argues that knowledge workers are vastly different from other types of workers in their motivations, attitudes, and need for autonomy--and, so, they require different management techniques to improve their performance and productivity.Based on extensive research involving over 100 companies and more than 600 knowledge workers, Thinking for a Living provides rich insights into how knowledge workers think, how they accomplish tasks, and what motivates them to excel. Davenport identifies four major categories of knowledge workers and presents a unique framework for matching specific types of workers with the management strategies that yield the greatest performance.Written by the field's premier thought leader, Thinking for a Living reveals how to maximize the brain power that fuels organizational success. Thomas Davenport holds the President's Chair in Information Technology and Management at Babson College. He is director of research for Babson Executive Education; an Accenture Fellow; and author, co-author, or editor of nine books, including Working Knowledge: How Organizations Manage What They Know (HBS Press, 1997).

Why Everyone Needs Analytical SkillsWelcome to the age of data. No matter your interests (sports, movies, politics), your industry (finance, marketing, technology, manufacturing), or the type of organization you work for (big company, nonprofit, small start-up)your world is awash with data. As a successful manager today, you must be able to make sense of all this information. You need to be conversant with analytical terminology and methods and able to work with quantitative information. This book promises to become your quantitative literacy"e; guidehelping you develop the analytical skills you need right now in order to summarize data, find the meaning in it, and extract its value. In Keeping Up with the Quants, authors, professors, and analytics experts Thomas Davenport and Jinho Kim offer practical tools to improve your understanding of data analytics and enhance your thinking and decision making. Youll gain crucial skills, including: How to formulate a hypothesis How to gather and analyze relevant data How to interpret and communicate analytical results How to develop habits of quantitative thinking How to deal effectively with the quants in your organizationBig data and the analytics based on it promise to change virtually every industry and business function over the next decade. If you dont have a business degree or if you arent comfortable with statistics and quantitative methods, this book is for you. Keeping Up with the Quants will give you the skills you need to master this new challengeand gain a significant competitive edge.

We know companies are awash in data; and we know mining and using this data in the right way can turn a mediocre company into a winning one. So how, as a leader, do you make that happen? This book gives managers a concise, nontechnical overview of big data and explains how to exploit the new opportunities it creates.

Most companies have massive amounts of data at their disposal, yet fail to utilize it in any meaningful way. But a powerful new business tool - analytics - is enabling many firms to aggressively leverage their data in key business decisions and processes, with impressive results.In their previous book, Competing on Analytics, Thomas Davenport and Jeanne Harris showed how pioneering firms were building their entire strategies around their analytical capabilities. Rather than "e;going with the gut"e; when pricing products, maintaining inventory, or hiring talent, managers in these firms use data, analysis, and systematic reasoning to make decisions that improve efficiency, risk-management, and profits.Now, in Analytics at Work, Davenport, Harris, and coauthor Robert Morison reveal how any manager can effectively deploy analytics in day-to-day operationsone business decision at a time. They show how many types of analytical tools, from statistical analysis to qualitative measures like systematic behavior coding, can improve decisions about everything from what new product offering might interest customers to whether marketing dollars are being most effectively deployed.Based on all-new research and illustrated with examples from companies including Humana, Best Buy, Progressive Insurance, and Hotels.com, this implementation-focused guide outlines the five-step DELTA model for deploying and succeeding with analytical initiatives. You'll learn how to: Use data more effectively and glean valuable analytical insights Manage and coordinate data, people, and technology at an enterprise level Understand and support what analytical leaders do Evaluate and choose realistic targets for analytical activity Recruit, hire, and manage analystsCombining the science of quantitative analysis with the art of sound reasoning, Analytics at Work provides a road map and tools for unleashing the potential buried in your company's data.

Offers tools and frameworks for assessing the merits of the top business gurus, scanning and tracking emerging ideas in the marketplace, and distinguishing promising ideas from rhetoric. This book also covers refining ideas to suit organization's particular needs, packaging and selling the idea internally, and ensuring successful implementation.

Provides numerous examples of firms that have succeeded or failed in combining business change and technology initiatives. This text also highlights the roles of organizational structures and human resource programs in developing process innovation.

Suggesting enterprise system's are not the right choice for every company, the author provides a set of guidelines to help managers evaluate the benefits and risks for their organizations. He argues that an organization must make simultaneous changes in its information systems, its business processes, and its business strategy.