Big Data Analytics Principles
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This document discusses the value and appropriate use of analytics. It provides examples of how the Department of Veterans Affairs and Clalit healthcare organization improved outcomes by using analytics to increase efficiency and free up time for caregivers. The document cautions that analytics are not always appropriate and that context matters in determining whether and how to measure and use information.
Big Data Analytics Principles
- 6. “Maybe Analytics are not for everyone”
- 8. Automation. People need options. Context matters.
- 9. “The best chance for continuous success for many generations of technology and people.”
- 11. 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
- 13. Department of Veterans Affairs From Almost shut down “Barbaric practices” To Best industry scores. Accuracy rate of 99.993% Twice as many patients with same budget 5 million patients each year. 254,000 employees. Budget of over $36 billion.
- 18. It’s not because you CAN measure it that you SHOULD. It’s not because you CAN’T that you SHOULDN’T.
- 20. Information Decisions VS. The Analytical Paradox Those who make the fewest decisions have the most information. Those with the most decisions have the least information.
- 21. Frequency and Impact of Decisions Strategic Operational Tactical Strategic Impact Number of decisions
- 23. “The most valuable thing to a doctor is time. We have created a new working environment for our caregivers” Clalit The value of information depends on the ability of users to interpret the results and take action.
- 28. Influenced by facts, people and context.
- 30. • Transactional data • Store inventory data • Production data • Surveys data • Text analytics • ….? • …?
Editor's Notes
- #3: 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?
- #4: How could we possibly be taken seriously? Darrell lives in Baltimore File 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 Reviews 5 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
- #10: From one time to sustained performance http://www.slideshare.net/justindecker/culture9090801103430phpapp02-1829065
- #11: What gives Netflix the best chance of continuous success for many generations of technology and people.
- #12: More examples in the book, including retail & consumer examples from wireless providers, retail banking, grocery Page numbers where the stages are highlighted You can identify the different stages that may exist within your organization by taking the assessments
- #13: Culture - Emotional vs. rational MAP not just A
- #14: 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?
- #18: Issue of culture and incentives.
- #20: 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!
- #23: 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!
- #27: Issue of culture and incentives.
- #28: Culture - Emotional vs. rational MAP not just A
- #32: Issue of culture and incentives.