Big Data Analytics Principles


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Bruno Aziza reveals key trends from the Big Data Analytics World.

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  • I received lots of questions – but the one that got the most attention was this one:How can Analytics be made more strategic?What is the future of Analytics?
  • How could we possibly be taken seriously?Darrell lives in BaltimoreFile Size: 2705 KB Print Length: 144 pages Publisher: Norton (October 17, 1993) Sold by: Amazon Digital Services Language: English ASIN: B0029LCJXO Average Customer Review:4.5 out of 5 stars  See all reviews (113 customer reviews) 113 Reviews5 star:  (80) 4 star:  (22) 3 star:  (5) 2 star:  (3) 1 star:  (3)› See all 113 customer reviews...Amazon Bestsellers Rank: #6,126 Paid in Kindle Store (See Top 100 Paid in Kindle Store) #5 in  Kindle Store > Kindle eBooks > Nonfiction > Professional & Technical > Professional Science > Mathematics > Applied > Statistics#5 in  Kindle Store > Kindle eBooks > Science > Mathematics > Applied > Probability & Statistics#13 in  Books > Science > Mathematics > Applied > Statistics
  • From one time to sustained performance
  • What gives Netflix the best chance of continuous success for many generations of technology and people.
  • More examples in the book, including retail & consumer examples from wireless providers, retail banking, groceryPage numbers where the stages are highlightedYou can identify the different stages that may exist within your organization by taking the assessments
  • Culture -Emotional vs. rationalMAP not just A
  • The Institute of Medicine (IOM) noted that “VHA’s integrated health information system, including its framework for using performance measures to improve quality, is con­sidered one of the best in the nation.” The VHA has devel­oped a world-class electronic health record (EHR) system called VistA. The American College of Physician Execu­tives found that while many physician executives and doc­tors “loathe” clinical information systems, VHA clinicians provided a “notable outlier from the nexus of negativity.”2 Harvard agrees, granting two separate awards as testimony to the VHA’s capabilities. First, in 2006, Harvard’s Kennedy School of Government awarded the VHA an “Innovations in American Government” award for its advanced electronic health records and performance measurement system. Second, Harvard Medical School concluded that “federal hospitals, including those run by the VHA, provide the best care available anywhere for some of the most com­mon life-threatening illnesses.” Their performance management capabilities were again identified as the reason for their superior results. “This study further demonstrates that VHA is providing high-quality health care to veterans,” Dr. Kuss­man said. “Our computerized system of electronic health records and performance measurement means that veter­ans are getting the top-level care and treatment they have earned through service to our country.” Was it software alone?
  • Issue of culture and incentives.
  • Employees don’t care as much about usability as much as they care about the below three dimensions.Beware the RAT race!The organizations that can provide all three with little to no compromise win!
  • Employees don’t care as much about usability as much as they care about the below three dimensions.Beware the RAT race!The organizations that can provide all three with little to no compromise win!
  • Issue of culture and incentives.
  • Culture -Emotional vs. rationalMAP not just A
  • Issue of culture and incentives.
  • Big Data Analytics Principles

    1. “Maybe Analytics are not for everyone”
    2. Context matters.People need options. Automation.
    3. “The best chance for continuoussuccess for many generations of technology and people.”
    4. With which stages do you most identify? Culture of Performance Power to Compete Plan for Success Execute on Strategy Move beyond Gut feel Increase Visibility
    5. Department of Veterans Affairs From To Almost shut down Best industry scores. Accuracy rate of 99.993% “Barbaric practices” Twice as many patients with same budget 5 million patients each year. 254,000 employees. Budget of over $36 billion.
    6. It’s not because you CAN measure it that you SHOULD.It’s not because you CAN’T that you SHOULDN’T.
    7. The Analytical ParadoxThose who make the fewest decisions have the most information.Those with the most decisions have the least information. Information Decisions VS.
    8. Frequency and Impact of DecisionsNumber of decisions Tactical Operational Strategic Strategic Impact
    9. Clalit “The most valuable thing to a doctor is time. We have created a new working environment for our caregivers” The value of information depends on the ability of users to interpret the results and take action.
    10. Influenced by facts, people and context.
    11. • Transactional data• Store inventory data• Production data• Surveys data• Text analytics• ….?• …?