The Art of Analytics Por arte de portada

The Art of Analytics

De: Nirmal Ashish
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  • Resumen

  • Analytics is too important to be left to data scientists. Whether one is a CEO or a bus driver, shopkeeper or a nurse, one needs to know about the Art of Analytics. We spoke to a diverse bunch of people who are neck-deep in analytics to uncover lessons on the art, science, and engineering of analytics. Every one of them had a take on what was the art they saw, what was important, what wasn’t. Follow the podcast on our website: artofanalytics.org
    Copyright {2022} All Rights Reserved
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Episodios
  • Data Story Telling

    Data Story Telling
    May 23 2023

    We are in conversation with master data story teller: Anand,

    who is the co-founder of Gramener, a data science company. He leads a team that tells visual stories from data. He is recognized as one of India’s top 10 scientists, and is a regular TEDx speaker.

    Anand is a gold medallist from IIM Bangalore and an alumnus of IIT Madras, London Business School, IBM, Infosys Consulting, Lehman Brothers, and BCG.

    More importantly, he has hand-transcribed every Calvin & Hobbes strip ever, is addicted to Minecraft (thanks to his daughter), and dreams of watching every film on the IMDb Top 250 (except The Shining).

    He blogs at s-anand.net. His talks are at bit.ly/anandtalks.

    Highlights:

    • [00:00:36] When moving from London to Bangalore, my co-founders were nudging me to move to hyderabad. So I did what I ought to do, which is pull all the data from GitHub, scraped the developer dataset and looked at the number of developers in Bangalore.
    • [00:02:00] Every year there's 60% more data that's generated than the previous year.But if you look at the growth of the analytics industry, that's only about 30%, which means roughly half the new data generated every year not analyzed.
    • [00:04:08] but what are stories? Simple- Insights connected together in a sequence.
    • [00:13:16] The best dashboard that I've seen is the non-existent one. For one of our clients, each of their sales team gets an email. They don't have to see the dashboard. They get an email that says, here are the three contracts that are going to expire the coming month.
    • [00:19:47] You can construct charts out of smaller elements, just like you can construct a dashboard out of charts.
    • [00:27:23] I can always define a standard of data that cannot possibly be met. Because the real world is messy.
    • [00:27:40] Question is, does that number even define what I want it to mean? Let's continue the example of delivery time. What constitutes delivery time? The time at which it was left at the doorstep, or the time at which the customer picked it up?
    • [00:32:13] Now if we can't stop lying to ourselves, lying to others is just so much easier.
    • [00:35:00] One of the things that we find fascinating is comic based data storytelling.

    Resources:

    • Team of Rivals
    • The Grammar of Graphics
    • Comicgen
    • SlideSense
    • Explorable Narratives
    • Urban Heat Islands of Calgary
    • The Data Detective
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    44 m
  • The Craft of Strategy

    The Craft of Strategy
    Apr 14 2023
    Calvin Chu Yee Ming is Managing Partner at Eden Strategy Institute, LLP. He has advised senior executives in over 20 countries, including organizations such as 3M; Bell Labs; Canon; Coca-Cola; Cummins; DBS; DHL; Disney; Fujitsu; HP; Intel; General Electric; M1; MasterCard; Medtronic; Nikkei; Nokia; Reed Elsevier; Roche; Samsung; SKF; StarHub; Standard Chartered Bank; Sumitomo; TNT; UNDP; UNESCO; UNICEF; and VISA; as well as the governments of Australia; Malaysia; New Zealand; Indonesia; Philippines; Singapore; Thailand; and the Kingdom of Saudi Arabia. Calvin was recognized as a NetImpact Change-maker in 2014 and inducted into the International Who’s Who of Professionals in 2009. Under Calvin’s leadership, Eden Strategy Institute has been awarded as The Most Innovative Management Consultancy in APAC Insider’s Singapore Business Awards; Corporate Livewire’s Management Consultancy of the Year; Global 100’s Most Innovative Management Consultancy (Singapore); Corporate Vision’s Best Social Innovation Consultancy (Singapore); and was also the winner of the National Business Award in the Consulting category by the Singapore Business Review. His work has appeared in Asian Banking & Finance, Asia Pacific Biotech News, BusinessWeek, The Star, the Straits Times, the Singapore Business Review, Today, and the Wall Street Journal, and he has featured at the ASEAN Smart Cities Network, ASEAN Social Entrepreneurship Forum, The Economist Social Innovation in Action, the Regional CEO & CIO Summit, Asia-Pacific CFO Summit, Business & Nature Forum, Institutional Investors APAC Summit, Singapore Business Federation, TEDx, Education Innovation, Prepaid Mobile Asia, Private Healthcare Asia, and Biomedical Business Conference. Calvin has been a Judge, Reviewer, and Mentor at the President's Challenge Social Enterprise Award, The Grand Challenges Explorations (GCE) Program of the Bill & Melinda Gates Foundation, MIT Inclusive Innovation Challenge, MIT Emerging Technologies Innovators Under 35, the Youth Social Enterprise Programme Grant Committee, The DBS-NUS Social Venture Challenge Asia, The Grameen Creative Lab, the Lee Kuan Yew Global Business Plan Competition, Social Innovation Camp Asia, Start-up@Singapore, and The University of Chicago Booth School of Business Global New Venture Challenge. He has also served as an iAdvisor with IE Singapore, an Executive Advisor at NUS Enterprise, and on the boards of BioFourmis, Bettr Lives, Conjunct Consulting, Rotary Club, and the World Toilet Organization. Highlights [00:01:00] Profit of course is important. It is critical to be able to drive any kind of outcomes that we're looking for. But at the same time, we also want to have a line of sight to say that, you know, if we are working on this piece of work, for example, in healthcare or in education or in smart cities there is a prospect of creating shared economic and societal outcomes. So that's what we call social innovation.[00:09:00] Digital trust is basically the confidence that we can give to stakeholders, that you can do business with each other, whether consumers or citizens or fellow businesses, in a trusted, frictionless, dependable manner.[00:11:00] What would be the right governance structures for a company holding data when its supply chain is parking the data in many other jurisdictions under the regimes of other governments?[00:14:00] A big bank and a big telecom company, both sitting on a lot of data, if they could only come together, it is magic, right?[00:17:00] Trust in organizations was never lower than it is right now. And this is a function of geopolitics… And that's on a global scale, right? So, there's definitely a need to do a lot more of this.[00:21:00] I could be Chief Marketing Officer, Chief Operations Officer, or Chief Technology Officer and I should interpret the sustainability mandate within my own job description. That is the only way that companies, these elephants, can dance, right?[00:26:00] We need to think of a system. How do we have a circular strategy? … So again, getting data, analysing, optimizing these things… these are very vital to help people see these linkages rather than to take a very blunt, a mental shortcut, right? If I have EVs is good, if I go vegetarian is always good… Everything has its repercussions.[00:30:00] We take a more humanistic approach to really understanding why are people not moving and how is it that we can actually motivate them internally to want to move.[00:36:00] And while it can be tempting to think of (social) concerns as if they were costs, when you can angle them and flip them and reframe them the right way, they all end up being assets for you to make altogether better strategy. Resources Eden Strategy Institute: https://www.edenstrategyinstitute.com/Digital Trust white paper and context: https://globalfutureseries.com/digitrust/wp/download-white-paper/https://techwireasia.com/2021/09/...
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    37 m
  • Process Analytics

    Process Analytics
    Apr 10 2023

    They call themselves a process safety company but there is more to Empirisys than just safety. Listen to industry veteran Pete Sueref talk about how data analytics and behavioral science can combine to help prevent the greatest man-made disasters of modern times. Wouldn't you like to know what really caused the challenger disaster?

    Highlights

    • [00:03:30] human factors or organizational factors ... are the root cause of pretty much every single huge catastrophe.
    • [00:05:21] there's quite a harmful, safety artifact that you see in lots of buildings... we haven't had an accident here for a hundred days, and you update her every day and 101 days...
    • [00:06:34] there's a whole movement in the industry around safety one versus safety two, where safety one is looking at fault and blame and safety two ... improving and taking ownership for safety in the organization.
    • [00:13:00] as well as being a data science consultancy, we also have leadership and behaviors and culture consultants.
    • [00:15:25] it's probably a dirty secret, the analytics world, generally the most, dashboards don't really get used that much.
    • [00:20:00] There's this virtuous triangle... You can't have good reliability and good productivity without good safety.
    • [00:28:40] advice I give to everyone that wants to be a data scientist is learn SQL before you do anything else, learn SQL.
    • [00:33:22] This idea of the citizen data scientists become much more prevalent.
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    36 m
Economía
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