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Business analytics model risk (part 0 of 5): framing model risk – the complexity genie and the challenge of deciding on decision models

June 13, 2013

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Model Risk

Business analytics model risk (part 0 of 5): framing model risk – the complexity genie and the challenge of deciding on decision models Introduction to a series of five articles on model risk Here we introduce a series of five articles seeking to frame, define, and categorize business analytics model risk.  The intention is to […]

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Adopting Analytics Culture: 5. How can change management be improved via analytics? (5 of 7)

June 12, 2013

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Organizational network

PART 5 OF 7 IN A SERIES ON ADOPTING ANALYTICS CULTURE LINK TO HEADER ARTICLE LINK TO PREVIOUS ARTICLE (4 of 7) 5.    How can change management be improved via analytics? We have built-up the case for using organizational change management to adopt analytics culture.  By analytics culture, we mean the set of both formal […]

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Business analytics model risk (part 4 of 5): categorizing model risk

June 5, 2013

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model risk

Business analytics model risk (part 4 of 5):  categorizing model risk Following from article 3 of 5 on Business Analytics Model Risk Link to introductory header article (0 of 5) Model risk cannot easily be spoken of as a singular entity.  The topic is complicated in that there are multiple ways of categorizing model risk.  As […]

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Business analytics model risk (part 2 of 5): saving the kingdom, one nail at a time…

June 5, 2013

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For want of a nail...

Business analytics model risk (part 2 of 5):  saving the kingdom, one nail at a time… Following from article 1 of 5 on Business Analytics Model Risk Link to introductory header article (0 of 5) For want of a nail the shoe was lost, for want of a shoe the horse was lost; and for want […]

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Adopting Analytics Culture: 3. How Does Change Management Work? (3 of 7)

June 2, 2013

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PART 3 OF 7 IN A SERIES ON ADOPTING ANALYTICS CULTURE LINK TO HEADER ARTICLE LINK TO PREVIOUS ARTICLE IN SERIES (2 of 7) 3.  How does change management work? At the core, change management sees the organization as a network of interconnected interests, both shared and conflicting. An organization can be viewed as being […]

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Adopting Analytics Culture: 1. Why Change Management? (1 of 7)

May 26, 2013

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Cognitive Bias

PART OF A SERIES ON ADOPTING ANALYTICS CULTURE: 1 of 7 LINK TO HEADER ARTICLE What does change management have to do with business analytics? Along with feverish interest in business analytics (BA) and ‘Big Data’ has been an interest in how organizations can adopt ‘analytics culture’ to evolve what has been called ‘analytics maturity’ […]

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The Organization as a Decision Making ‘Brain’

May 25, 2013

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The Organizational Brain

An engaging perspective concerning organizational decision making dynamics is that an organization can be seen as a type of decision making computational system.  An organization is composed of an assemblage of agents held together, in tension, by incentives (some shared, some selfish), assessment systems, and decision rights (power) accompanied with access to knowledge, some of […]

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Decision Management: Hardening Soft Skills and the Introvert’s Conundrum

May 25, 2013

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Blog posting from INFORMS (Institute for Operations Research and the Management Sciences) Conference on Business Analytics April 2013 in San Antonio, Texas Part of the pleasure, and indeed a good part of the value, of attending a professional conference such INFORMS (Institute for Operations Research and the Management Sciences) is the informal discussions and exchanges […]

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Seven Questions on Adopting Analytics Culture (0 of 7)

May 25, 2013

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Seven Questions on Adopting Analytics Culture Blogging from the INSNA Sunbelt XXXIII Social Network Analysis (SNA) conference in Hamburg, Germany May 21st – 26th, 2013 The BAM! blog has of late focused on the most challenging aspect of adopting business analytics: organizational factors. This post launches a series of linked articles digging in deep on […]

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Why do we find ‘project politics’ so distasteful?

March 23, 2013

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Partly I feel the lack of attention, indeed expressed distaste for, project politics is rooted in a deep paradigmatic ‘business culture’ disconnect. Underneath any organization is a bundle of philosophical assumptions about what an organization is. The dominant paradigm in firms established in Western industrialized lands often derive from Protestant individualism and involve myths of the […]

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