Is Open Data About You? Perhaps more than you think, and the potential harm from wrong/stale open data could damage your reputation and adversely affect you financially. Whether it is the incredible growth of sensor data captured about our internet behavior, the consequences of unintended open data joins, or the massive increase in data breaches, you […]
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A Disproportion of Theory to Knowledge Means Speculation and Guessing Thinking of the missing Malaysian Airlines flight MH370, it certainly is true. Much speculation but few facts. I waited more than two weeks to make this post, first hoping that there would be a happy conclusion to the disappearance, and then hoping simply for some
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Trust your numbers, but never trust your gut. Always trust your numbers. Never trust your gut. Those are the words of Daniel Kahneman, the economics Nobel laureate. In an video interview series with Inc. Magazine’s Editor in Chief, Eric Schurenberg, Kahneman tells us that experts tend to be overconfident, and make predictions without enough information. We are
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Pick the right customer with your data? In the March 2014 issue of the Harvard Business Review (HBR), Robert Simons, the Charles M. Williams Professor of Business Administration at Harvard Business School, writes that organizations need to identify their primary customer type, and focus their business delivery there. With the right subscription you can read the
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These four complicating factors will challenge even the best decision-makers What are these complicating factors, and what should you do about them? Way back in October, I examined the Harvard Business Review (HBR) article “Deciding How to Decide” on page 63 of the November 2013 issue, written by Hugh Courtney, Dan Lovallo, and Carmina Clarke. Look at
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Yes, Even You Can Make Smart Decisions Last post, I told you about the Harvard Business Review (HBR) article written by Hugh Courtney, Dan Lovallo, and Carmina Clarke. You will find “Deciding How to Decide” on page 63 of the November 2013 issue. According to the authors, “Senior Managers are paid to make tough decisions.”
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It’s a Good Question! How do you make smarter decisions? According to Hugh Courtney, Dan Lovallo, and Carmina Clarke, authors of the Harvard Business Review (HBR) article “Deciding How to Decide” on page 63 of the November 2013 issue, “Senior Managers are paid to make tough decisions.” You might remember Dan Lovallo as a co-author
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