【商务英语_阅读推荐】WhyYourAnalyticsareFailingYou

1、【商务英语阅读推荐】why your analytics are failing you michael schrage harvard business review为什么数据分析聊胜于无？阅读中你可能会遇到的词汇：institutional ,insti*tju: n i adj.制度的；制度上的；学会的 incentive in'sentiv n.动机；刺激adj.激励的；刺激的 compliance k m'plai ns n.顺从，服从;承诺revolve ri'v iv, -'v :lv vi.旋转;循环出现；反复考虑vt.使旋转;使循环;反复考虑n

2、.旋 转；循坏；旋转舞台consensus k n'sens s n一致；舆论；合意many organizations investing millions in big data, analytics, and hiring quants appear frustrated. they undeniably have more and even better data their analysts and analytics are first-rate, too. but managers still seem to be having the same kinds of bus

3、iness arguments and debates except with much better data and analytics the ultimate decisions may be more data-driven but the organizational culture still feels the same. as one cio recently told me, "we're doing analytics in real-time that i could n't eve n have imagi ned five years ag

4、o but it's not havi ng any where n ear the impact i'd have thought/很多公司在大数据，数据分析，分析人员雇佣上投资数百万，却收获甚微。无可置疑，公司 掌握的数据越来越多，质量也在提高；他们的分析师和分析成果都是世界一流的。可是除此 以外，管理者们面对的业务难题还是一样的。最终的决策的确是建立在数据基础之上的，但 组织文化没有改变。就像-个首席信息官告诉我的，“目前数据分析达到了五年丽我想都不 敢想的高度，可是其作用却与我的估计相距甚远。”what gives? after facilitating several

5、 big data and analytics sessions with fortune 1000 firms and spending serious time with organizations that appear quite happy with their returns on analytic investment, a clear "data heuristic" has emerged. companies with mediocre to moderate outcomes use big data and analytics for decisio

6、n support; successful roareturn on analyticsfirms use them to effect and support behavior change. better data-driven analyses are n't simply /zplugged-i n" to existing processes and reviews, they're used to invent and encourage different kinds of conversations and interactions.原因是什么呢？与儿

7、个财富1000强金业合作人数据和数据分析的经历，加上调研对分 析投资回报感到满意的企业，我得出了一个“关于数据的启发”。使用大数据和数据分析用 作决策支持的企业都成果甚微；而用作影响和支持行为变革的公司都获得了高数据利润(return on analytics)o只在现有的业务和审核屮便用更好的数据分析是不够的，更应该通 过数据分析去创造和鼓励不同类型的对话及互动。u we don't do the analytics or business intelligenee stuff until management identifies the behaviors we want to

8、cha nge or in flue nee, ” says one finan cial services cio. "improvi ng compliance and financial reporting is the low-hanging fruit but that just means we're using analytics to do what we are already doing better/“在企业明确想要改变或影响的行为z前，我们不做任何分析或商业情报z类的东西。” 一 个金融服务的首席信息官说。“改善合规报告和财务报告很容易实现。但这说明数

9、据分析只 是在锦上添花，并没有发挥它的潜力。”the real challenge is recognizing that using big data and analytics to better solve problems and/or make decisions obscures the organizational reality that new analytics often requires new behaviors people may need to share and collaborate more; functions may need to set up di

10、fferent or complementary business processes; managers and executives may need to make sure existing incentives don't undermine analytic-enabled opportunities for growth and efficiencies.现在的挑战是需要意识到这样一个问题：使用人数据和数据分析來提高解决问题和（或）决 策能力的共识，便人们忽视了一个组织现实新数据需要新行为。企业员工需要进一步分 享和合作；企业职能需要建立不同的或者互补的业务流程；企业管理

11、者和执行者需要保证现 有的激励机制不会影响到数据分析带來的发展和增效机遇。for example, at one medical supply company, integrating the analytics around "most profitable customers" and "most profitable products" has required a complete re-education of the account sales and technical support teams both for "upsett

12、ing and "educatidients on higher value-added offerings. the company realized that these analytics shouldrft simply be used to support existing sales and services practices but treated as an opport unity to facilitate a new kind of facilitative and consultative sales and support organization.比如说

13、，一个药甜供应公司，在融合有关公司“最大客户”和“最赚钱的产品”的信息之后， 进一步就如何测试及提高客户对高收益订单接受能力，对销售和技术支持部门进行了重新培 训。这个公司意识到，他所获得的分析结果不能只用于支持现有的销传和服务事宜，而更是 一个机会一帮助开发全新的协助咨询式销售，进而使整个机构受益。the quality of big data and analytics, ironically, mattered less than the purpose to which they were put. the most interesting tensions and arguments

14、 consistently revolved around whether the organization would reap the greatest returns from using analytics to better optimize existing process behaviors or get people to behave differently. but the rough consensus was that the most productive conversations centered on how analytics changed behavior

15、s rather than solved problems.不得不说，相比起大数据和数据分析的用途来说，其质量显得不那么重要了。目询最有趣的 矛盾和争论都围绕这样一个问题，即通过使用分析数据，进一步优化现冇的业务行为或者改 变成员的行为，能不能便机构获得最大收益。但是，关于数据如何改变行为，而不是如何解 决问题，才是最有成果的对话。在这一点上，人们基本达成了共识。“most people in our organization do better with history lessons than with math lessons, ” one consumer product analyt

16、ics executive told me. "its easier for people to understand how new information and metrics should change how they do things than getting them to understand the underlying algorithms . we've learned the hard way that ,/over-the-wall,/ data and analytics isn't the way for our internal cu

17、stomers to get value from our work."“我们机构里的大多数人历史比数学学得好，” 一个消费品分析官告诉我。“人们更容易理解 新信息和指标如何影响他们做事的方式，而理解信息背后的数学问题就很难了我们在这 方面吃过亏，更好的数据和分析并不能使内部客户从我们工作屮受益。”getting the right answeror even asking the right questionturns out not to be the dominant concern of high roa enterprises the questions, the answersthe data and the analyticsare undeniably important but how those questions, answers and analytics align, or conflict, with individual and i