Behind Every Good Decision: How Anyone Can Use Business by Piyanka Jain, Puneet Sharma

By Piyanka Jain, Puneet Sharma

There's a expensive false impression in enterprise today—that the single information that issues is enormous facts, and that advanced instruments and knowledge scientists are required to extract any sensible details. not anything will be farther from the truth.

In at the back of each solid choice, authors and analytics specialists Piyanka Jain and Puneet Sharma show how execs at any point can take the knowledge at their disposal and leverage it to make greater judgements. The authors’ streamlined body paintings demystifies the method of industrial analytics and is helping a person circulation from info to judgements in precisely 5 steps…using simply Excel as a device. Readers will find out how to:

• make clear the enterprise query
• Lay out a hypothesis-driven plan
• Pull suitable info
• Convert it to insights
• Make judgements that make an impact

Packed with examples and routines, this refreshingly obtainable e-book explains the 4 basic analytic suggestions that may support remedy a shocking eighty% of all enterprise difficulties. enterprise analytics isn’t rocket science—it’s an easy problem-solving software which could aid businesses bring up profit, lessen bills, enhance items, and enjoyment clients. And who doesn’t are looking to do this?

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Behind Every Good Decision: How Anyone Can Use Business Analytics to Turn Data Into Profitable Insight

There's a high priced false impression in enterprise today—that the single info that issues is gigantic information, and that complicated instruments and knowledge scientists are required to extract any useful info. not anything will be farther from the truth.

In in the back of each stable determination, authors and analytics specialists Piyanka Jain and Puneet Sharma reveal how execs at any point can take the data at their disposal and leverage it to make larger judgements. The authors’ streamlined body paintings demystifies the method of industrial analytics and is helping an individual circulation from information to judgements in exactly 5 steps…using in simple terms Excel as a device. Readers will learn the way to:

• make clear the company query
• Lay out a hypothesis-driven plan
• Pull correct facts
• Convert it to insights
• Make judgements that make an impact

Packed with examples and routines, this refreshingly available publication explains the 4 basic analytic options that could support clear up a shocking eighty% of all company difficulties. company analytics isn’t rocket science—it’s an easy problem-solving software which may aid businesses elevate profit, reduce expenses, enhance items, and enjoyment shoppers. And who doesn’t are looking to do this?

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Additional resources for Behind Every Good Decision: How Anyone Can Use Business Analytics to Turn Data Into Profitable Insight

Sample text

Christopher Morley Compromise Compromise, or ‘splitting the difference’, is perhaps the most commonly used form of conflict resolution. Its intuitive appeal is powerful, but its weaknesses are not so apparent. Splitting the difference works fairly well in situations involving quantitative things that can be meaningfully divided, where the difference between the two sides is not large, and where there is time pressure to settle. As a tactic, however, it can cause a lot of problems. People will tend to ask for much more than they would normally, mainly because they expect the final outcome to be about halfway between what one side says it wants and what the other side says it wants.

Workflow interdependence. When the workflow is tightly coupled or closely interdependent, then all sections depend on each other. This means that all sections benefit from the efficiencies of other sections, but are vulnerable to and suffer from the inefficiencies of others. Buffering mechanisms, such as stockpiles, are less prevalent today with total quality practices such as just-in-time manufacturing and processing (whereby one sector works on the raw materials or partly processed product needed by the ‘internal customer’ in the next sector, and delivers it with a minimal amount of leeway or tolerance of delay).

In other words, in order to win, we may have to lose a little. For example, one side of a negotiation may attack so viciously that they win a great battle but lose the war. They might need to negotiate with the other side (product suppliers, housemates, spouses or countries) down the track, at which time the other side might wish to return the win–lose favour. Unless you specifically wish to humiliate the other side, always allow them to save face, for you may need to cash in the favour one day.

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