Wiley & sas business Series

Q
Quiksee, 30
quorum sensing, 32
quotes, 195, 195f
R
Radio-Frequency Identifi cation 
(RFID), 214
rate of change, 9–10
ratemaking, 214
reaction, considered, in truth seeking 
perspective, 63
realized capability, in value creation 
perspective, 68
recency, frequency, monetary 
analysis (RFM), 130, 214
regression, 123

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230 
▸
  
I N D E X
reinvention, avoidable, as indicator 
of organization operating at 
level 2, 88
relational model, 214
reporting, 214
responsibilities, mapping, 
198–201
return cycle, 147, 147f
reused capability, in functional 
innovation perspective, 74
revolutionary disruption
about, 75–77
common characteristics, 77–78
revolutionary innovation, 174, 178f, 
179, 214
RFID (Radio-Frequency 
Identifi cation), 214
RFM (recency, frequency, monetary 
analysis), 130, 214
risk competency center, 109
roadmap, 215
Rockefeller, John D., 26–27
role-centricity, in value creation 
perspective, 68
r
ōnin
reinventing the, 185–189
rise of the 21–26, 107
S
salaries, increases in, 22
scalable factories, in value creation 
perspective, 68
science, data science and, 161–162
scoring process, 215
scoring table, 215
search-focused effort, as indicator of 
organization operating at level 
2, 87
segmentation, 215
segmentation strategy, 215
self-delusion, in dominant 
culture, 63
selfi sh hoarding, as indicator of 
organization operating at level 
1, 83
Self-Monitoring Analysis and 
Reporting Technology 
(S.M.A.R.T.), 18
sensitivity analysis, 215
sensor data, 215
sensor era, 18
services, offered by organizational 
design, 111–116, 112f
shadow profi t-and-loss 
statement,102f, 105–106
Shankar, Mary, 4
shared groups, 107
shared service, 102f, 105, 106
sidebars, 195, 195f
simulation, 215
simulation modeling, 215
Single View of Customer 
(SVoC), 216
Six Sigma Process Improvement, 
216
S.M.A.R.T. (Self-Monitoring 
Analysis and Reporting 
Technology), 18
smart devices, 18
smart meter, 216
SMART Model, xii, 43f, 42, 157–158, 
158f
SnapChat, 7
social era, 17
social network analysis, 216
social web, 5, 7
Sony, 27, 28
Soros, George, 13
Stakeholder Analysis template, 
200–201, 200f

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I N D E X
 
◂
 231
Standard Oil, 26–27
statistical modeling, 123
strategic planning, 216
strategic services, 113–114
stress testing, 216
structure, of organizational design, 
102–107, 102f
structured data, 17, 216
structured era, 17
Stubbs, Evan
Delivering Business Analytics, xii, xvi
The Value of Business Analytics, xii, 
xvi, 46n3
Sunstein, Cass
Nudge, 4
survival, in dominant culture, 63
sustainability, ensuring, 146–148
sustaining innovation, 174
SVoC (Single View of Customer), 
216
SWAT teams, 182–183
systematized chaos, 31–36
T
tablets, 11
Taleb, Nassim, 14
tangible value, 216
team platform, 216
team tools, as indicator of 
organization operating at level 
2, 87
technology
changes in, 10–14
is an enabler, in value creation 
perspective, 69
is “nice to have,” in dominant 
culture, 62
is the answer, in truth seeking 
perspective, 62–63
leveraging for value, xv–xvi
technology support services, 
115–116
templates
Affi nity Map, 197–198, 197f
Cover Story, 194–195, 195f
Stakeholder Analysis, 200–201, 
200f
temporality, of data, 120
terabyte, 216
Thaler, Richard
Nudge, 4
Thinking, Fast and Slow (Kahneman), 4
three-dimensional printers, 11
Tiger teams, 182–183
time series analysis, 217
Toffl er, Alvin
Future Shock, 9–10
tools
See also technology
common, as indicator of 
organization operating at levels 
3–5, 90
defi ned, 217
top-down management, 36
training table, 217
transformation, 217
transparency, of assets, 137–138
trends, 10
Trimble, Chris, 176–177
trust, in dominant culture, 62
truth seeking
about, 62–63
common characteristics, 63
expanding culture, 62–63
technocrats, rise of, 62–63
U
unaware and overpaid, as indicator 
of organization operating at 
level 1, 83

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232 
▸
  
I N D E X
uncertain, aware but, as indicator of 
organization operating at level 
2, 88
uncertainty
age of, 10–14, 23, 26, 31
era of, 14, 34
unconscious ignorance, 84
unconsidered reaction, in dominant 
culture, 62
undefi ned processes, as indicator of 
organization operating at level 
1, 83
underdog, being the, in truth seeking 
perspective, 63
underutilized capability, in truth 
seeking perspective, 62
United Nations (UN), 5
“unknown unknowns,” 10, 142
unstructured data, 17–18, 217
upsell, 217
V
value
See also dynamic value
about, 140–141
of business analytics, xii, 42, 43f, 
126–127, 126f
creating, xv, 140–148
defi ned, 217
ensuring sustainability, 146–148
of experience, 63
external, xv, 67, 126, 127–128
forms of, xv
incremental, 74
of information, 128–131
intangible, 211
internal, xv, 63, 126–127, 135
leveraging data for, xv
tangible, 216
wheel of value, xii, 141–145, 
141f
value architect, xii, 217
value architecture, 153–157, 155f
value chain, closing the, 134
value creation
about, 62–63
common characteristics, 66–69
expanding culture, 69
regression, 63–66
The Value of Business Analytics 
(Stubbs), xii, xvi, 46n3
video game development, 27–28
viral churn, 207
viral marketing, 217
virtual CoE, 102f
virtual reality systems, 11
visions, defi ning, 193–196
von Moltke, Helmuth, 191
W
wage infl ation, 163
Waze, 30
well-intentioned chaos, as indicator 
of organization operating at 
level 2, 88
Whatsapp, 5
wheel of value, xii, 141–145, 141f
Where2, 30
Y
YouTube, 30
Z
Zen and the Art of Motorcycle 
Maintenance (Pirsig), 63
ZipDash, 30

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Document Outline

• fmatter
  • ffirs.pdf
  • ftoc.pdf
  • fpref.pdf
  • flast.pdf
• part1
• ch1
• ch2
• part2
• ch3
• ch4
• part3
• ch5
• ch6
• ch7
• part4
• ch8
• ch9
• oth01
• gloss
• about
• index