By Thomas H. Davenport, Jan 25, 2016
One common element of these types of jobs is that they are important to their organizations. Big new “Chief” roles aren’t established from scratch without reason.
By Thomas H. Davenport, Dec 31, 2015
If the 3.0 version of analytics and automation involves widespread use of them within organizations, 4.0 is about their application across pervasive, automated networks. Every business and organization in this world will be tied together with ubiquitous communications, apps, sensor networks, and APIs.
By Thomas H. Davenport, Dec 24, 2015
In principle, the ultimate degree of efficiency comes when no human intervention is required. However, uncertainties in the data results in a process that often cannot be fully automated, but can be significantly augmented.
By Thomas H. Davenport, Daniel Magestro, Robert Morison, Dec 22, 2015
Available to ERS Clients and Professional Members
In addition to predictions, we’ve done an extensive review of the pressing themes we see organizations facing today. Our annual Chief Analytics Officer Summit, held in October, provided additional perspective of key priorities for leaders as they navigate the many aspects of elevating analytics capabilities. Therefore, this year we’ve included five priorities to complement our predictions for the year ahead.
By Thomas H. Davenport, Dec 08, 2015
IBM’s Watson is one of the most appealing new technologies of the 21st century, and the most prominent example of the new category of “cognitive computing.” It burst upon the scene with a dramatic Jeopardy! win in 2011, and has now been adopted by a variety of business and health care organizations since then.
By Thomas H. Davenport, Nov 10, 2015
The law is a profession based on rules, procedures, evidence, and precedent. It turns out that intelligent technologies are increasingly able to codify these decision criteria into automated and semi-automated systems.
By Thomas H. Davenport, Oct 13, 2015
While marketing automation will lead to some difficult changes in the nature and work of the function, it offers much potential for value. It can lead to better and more reliable decisions about how best to spend scarce marketing resources, and can lead to closer customer relationships that build brand equity and improve financial outcomes. For those marketers who can embrace the technology and the changes it brings, it will also lead to some exciting careers.
By Thomas H. Davenport, Sep 29, 2015
Software and technology are certainly eating the world these days. But the world will develop a massive case of indigestion if we don’t bring people along with this historic transformation.
By Thomas H. Davenport, Robert Morison, Bill Franks, Mike Lampa, Aug 04, 2015
Available to ERS Clients only
As firms devote more and more resources to their data and analytics programs, IIA has been tracking the evolution of leadership roles that will be required – Chief Analytics Officer (CAO), Chief Data Officer (CDO), and other permutations of these positions. For this Research Brief, we interviewed 20 executives holding the title of CAO or CDO (or equivalent). Eleven were interviewed by phone, and eight completed a survey with the same set of interview questions. Our objective was to take a snapshot of contemporary experience in how the two roles are playing out and how they interact across a variety of enterprises.
By Thomas H. Davenport, Jul 29, 2015
Over time I have changed my mind about “situational awareness” systems. I don’t think there is anything wrong with such systems except for the fact that they are called “situational awareness.” My current feeling is that to be aware of the situation, you need a lot more than data from your operational systems. In fact, the very act of building and closely monitoring a system means that you are unlikely to be situationally aware.