Wiley & sas business Series



Download 1,4 Mb.
Pdf ko'rish
bet29/169
Sana25.04.2020
Hajmi1,4 Mb.
#46954
1   ...   25   26   27   28   29   30   31   32   ...   169
Bog'liq
Big Data, Big Innovation full

      The Cultural 
Imperative 
                                          T
here ’s an excellent passage in Pirsig 
’s book,  
Zen and the Art of 
Motorcycle Maintenance , where he talks of the relative value of a 
screw.  
 1  
 Screws are cheap. They ’re so cheap that they ’re practi-
cally inconspicuous. When they ’re working, they ’re invisible. It ’s only 
when they don ’t that we care. 
 An interest in quality can emerge anywhere, even in repairing a 
motorcycle. At some stage, everyone has stripped a screw. Normally, 
it ’s just irritating. When that screw holds the engine compartment 
shut, though, its relative importance changes. It may have once been a 
10-cent screw. Now, its value is roughly equivalent to the resale value 
of your bike; if you can ’t get that screw out, your bike is worthless. 
And with that epiphany, you ’ve probably suddenly become very inter-
ested in screws. 
 Culture ’s the same. When culture ’s supportive, it ’s invisible. It ’s 
only when it ’s an inhibitor that we notice it. Analytics is possible with-
out a supportive culture; every organization has largely disliked cow-
boys that it still values.  Business analytics , however, is a different game. 
Value only comes from getting people to work together. That ’s only 
possible when people agree on what it is they ’re chasing. 
Big Data, Big Innovation: Enabling Competitive Differentiation 
through Business Analytics by Evan Stubbs
Copyright © 2014 by SAS Institute Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.


48 

  
B I G   D A T A ,   B I G   I N N O V A T I O N
 This chapter covers the  cultural imperative , as shown in Figure    3.1  . 
It describes the fi ve perspectives on how information supports innova-
tion and creates value. 
  Every organization exhibits one or more of these to varying degrees. 
At a minimum, effective organizations are comfortable with intuitive 
action and truth seeking. The most high-functioning organizations 
manage to balance all of these competing points of view into a cohe-
sive whole, creating dynamic value (covered in Chapter 8). The most 
dysfunctional organizations tend to coalesce around one point of view, 
becoming blind to opportunity in their dogmatic pursuit of a single goal. 
 Not everyone need be a disruptor. Everyone, however, needs to 
understand that the best results come from being comfortable with 
multiple points of view. 

Download 1,4 Mb.

Do'stlaringiz bilan baham:
1   ...   25   26   27   28   29   30   31   32   ...   169




Ma'lumotlar bazasi mualliflik huquqi bilan himoyalangan ©hozir.org 2024
ma'muriyatiga murojaat qiling

kiriting | ro'yxatdan o'tish
    Bosh sahifa
юртда тантана
Боғда битган
Бугун юртда
Эшитганлар жилманглар
Эшитмадим деманглар
битган бодомлар
Yangiariq tumani
qitish marakazi
Raqamli texnologiyalar
ilishida muhokamadan
tasdiqqa tavsiya
tavsiya etilgan
iqtisodiyot kafedrasi
steiermarkischen landesregierung
asarlaringizni yuboring
o'zingizning asarlaringizni
Iltimos faqat
faqat o'zingizning
steierm rkischen
landesregierung fachabteilung
rkischen landesregierung
hamshira loyihasi
loyihasi mavsum
faolyatining oqibatlari
asosiy adabiyotlar
fakulteti ahborot
ahborot havfsizligi
havfsizligi kafedrasi
fanidan bo’yicha
fakulteti iqtisodiyot
boshqaruv fakulteti
chiqarishda boshqaruv
ishlab chiqarishda
iqtisodiyot fakultet
multiservis tarmoqlari
fanidan asosiy
Uzbek fanidan
mavzulari potok
asosidagi multiservis
'aliyyil a'ziym
billahil 'aliyyil
illaa billahil
quvvata illaa
falah' deganida
Kompyuter savodxonligi
bo’yicha mustaqil
'alal falah'
Hayya 'alal
'alas soloh
Hayya 'alas
mavsum boyicha


yuklab olish