Synopses & Reviews
Virtually every organization today has more information about its business environment than ever before. However, the basis of competition has shifted from simply having information to using it effectively and "out-thinking" competitors. Some firms have used limited analytical tools for decades, but the frontier for what decisions can and should be made analytically has shifted dramatically over the past several years. Certain high performance businesses are now competing by building a distinctive capability to transform data into insights into results. These companies and organizations have made analytics -- sophisticated quantitative and statistical analysis and predictive modeling -- their secret strategic weapon. They are using the tools to select the best customers and offer them the right price, to accelerate product innovation, to optimize and adapt supply chains, and to understand the drivers of financial performance. These organizations are being led by executives who have an understanding of analytics and how to apply them for better performance.Written for managers and executives, this book will not only describe the current landscape of analytics but also show readers how to implement and benefit from it in their own companies.
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 examplesfrom organizations as diverse as Amazon, Barclays, Capital One, Harrahs, Procter and Gamble, Wachovia, and the Boston Red Soxilluminate how to leverage the power of analytics.
About the Author
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.