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7 Data-Driven Characteristics of Teams that make Better Decisions

Organizational Talent Consulting

A recent extensive survey conducted by PWC revealed that data-driven companies are three times more likely to make better decisions than businesses that are not. The problem is when your intuition comes at the cost of data and is the only or default way you decide. The value of data-driven decisions.

Data 52
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Tronc’s Data Delusion

Harvard Business

The notion that you can transform a failing media company — or any company in any industry for that matter — by infusing it with data and algorithms is terribly misguided. While technology can certainly improve operational performance, the idea that it can replace a sound strategy is a dangerous delusion.

Data 28
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Cascade of Errors

CaseInterview.com

In the book The Checklist Manifesto by surgeon Atul Gawande (one of my favorite books on building scalable operations), the author discusses the errors that occur in surgery. The two errors that stick out most in my mind are: Operating on the wrong part of the patient (e.g., I was shocked at the types of errors that occur in surgery.

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Top Power Skills Every Organizational Consultant Needs

Consulting Matters

It includes: HR practices such as training, staffing and communication, performance metrics and rewards, and performance management and coaching. Understanding these stages helps you paint a picture of what's next for an organization and why and how they need to mature their leadership and operating practices.

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Are You A Future-Ready Leader?

Organizational Talent Consulting

This TikTok video and news clip of a robotic server at Denny’s went viral with people on both sides of the debate. Selfless love, humility, and data-driven decision-making are a few timeless leadership skills and qualities to enhance your leadership effectiveness: Selfless Love Without selfless love the best of what might be is impossible.

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There Are Two Types of Performance — but Most Organizations Only Focus on One

Harvard Business

Every step of the process was measured, and real-time metrics were easily accessible. In Precision’s case, good tactical performance required developing rules, checklists, and standard operating procedures and then following them closely. Metrics emphasized speed. We made a number of operational changes to the call center.

Metrics 33
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Digital Leadership Is Not an Optional Part of Being a CEO

Harvard Business

Our research, which we call the “digital DNA,” identified 23 new management practices CEOs should consider, focusing on empowerment, experimentation, collaboration, data, and speed. One large media organization faces large incumbent players and operates in a market that is growing quickly. What’s a CEO to do?