Analytics Leadership Quotes

Presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.... Leaders should strive for authenticity over perfection.

Tweet others the way you want to be tweeted.

The female brain itself is a highly intuitive emotion-processing machine, which when put to practice in the progress of the society, would do much more than any man can with all his analytical perspectives.

Strategy was first used in Athens (508 BC) to describe the art of leadership used by the ten generals on the war council. Some argue for the more creative, human side, while others argue for the more analytic side of strategy.

Moreover, events often move too quickly to allow for precise calculation; leaders have to make judgments based on intuitions and hypotheses that cannot be proven at the time of decision. Management of risk is as critical to the leader as analytical skill.

Bill didn’t work the problem first, he worked the team. We didn’t talk about the problem analytically. We talked about the people on the team and if they could get it done.

Many of the cataclysmic leadership failures were failures of rationality. The pendulum of leadership development needs to swing back toward the rational: strategy, creativity, foresight, decision-making, and analytics.

While CEO of P&G, John Pepper was once asked in an interview which skill or characteristic was most important to look for when hiring new employees. Was it leadership? Analytical ability? Problem solving? Collaboration? Strategic thinking? Or something else? His answer was integrity. He explained, “All the rest, we can teach them after they get here.

Yesterday’s decision-making strategies are ill-equipped to deal with petabyte information flows.

Predictions have an expiry date. Action is needed before predictions expire.

Perhaps we have become too analytical to take decisive action. We may be spending too much time studying our problems and not enough time solving them.

Anyone who knows anything about data knows that it is critical to have authentic data – data that holistically represents the truth of something, as opposed to fragments or biased portions.

There is another issue with the largely cognitive approach to management, which we had big-time at Google. Smart, analytical people, especially ones steeped in computer science and mathematics as we were, will tend to assume that data and other empirical evidence can solve all problems. Quants or techies with this worldview tend to see the inherently messy, emotional tension that’s always present in teams of humans as inconvenient and irrational—an irritant that will surely be resolved in the course of a data-driven decision process. Of course, humans don’t always work that way. Things come up, tensions arise, and they don’t naturally go away. People do their best to avoid talking about these situations, because they’re awkward. Which makes it worse.

Well before the end of the 20th century however print had lost its former dominance. This resulted in, among other things, a different kind of person getting elected as leader. One who can present himself and his programs in a polished way, as Lee Quan Yu you observed in 2000, adding, “Satellite television has allowed me to follow the American presidential campaign. I am amazed at the way media professionals can give a candidate a new image and transform him, at least superficially, into a different personality. Winning an election becomes, in large measure, a contest in packaging and advertising. Just as the benefits of the printed era were inextricable from its costs, so it is with the visual age. With screens in every home entertainment is omnipresent and boredom a rarity. More substantively, injustice visualized is more visceral than injustice described. Television played a crucial role in the American Civil rights movement, yet the costs of television are substantial, privileging emotional display over self-command, changing the kinds of people and arguments that are taken seriously in public life. The shift from print to visual culture continues with the contemporary entrenchment of the Internet and social media, which bring with them four biases that make it more difficult for leaders to develop their capabilities than in the age of print. These are immediacy, intensity, polarity, and conformity. Although the Internet makes news and data more immediately accessible than ever, this surfeit of information has hardly made us individually more knowledgeable, let alone wiser, as the cost of accessing information becomes negligible, as with the Internet, the incentives to remember it seem to weaken. While forgetting anyone fact may not matter, the systematic failure to internalize information brings about a change in perception, and a weakening of analytical ability. Facts are rarely self-explanatory; their significance and interpretation depend on context and relevance. For information to be transmuted into something approaching wisdom it must be placed within a broader context of history and experience. As a general rule, images speak at a more emotional register of intensity than do words. Television and social media rely on images that inflamed the passions, threatening to overwhelm leadership with the combination of personal and mass emotion. Social media, in particular, have encouraged users to become image conscious spin doctors. All this engenders a more populist politics that celebrates utterances perceived to be authentic over the polished sound bites of the television era, not to mention the more analytical output of print. The architects of the Internet thought of their invention as an ingenious means of connecting the world. In reality, it has also yielded a new way to divide humanity into warring tribes. Polarity and conformity rely upon, and reinforce, each other. One is shunted into a group, and then the group polices once thinking. Small wonder that on many contemporary social media platforms, users are divided into followers and influencers. There are no leaders. What are the consequences for leadership? In our present circumstances, Lee's gloomy assessment of visual media's effects is relevant. From such a process, I doubt if a Churchill or Roosevelt or a de Gaulle can emerge. It is not that changes in communications technology have made inspired leadership and deep thinking about world order impossible, but that in an age dominated by television and the Internet, thoughtful leaders must struggle against the tide.

By comparison, the Integrated Human model of human nature, in addition to the two elements of our previous model, includes: A conscious analytic system, known as the slow brain (where logic resides) A subconscious intuitive system, or fast brain The full range of motivational drives (of which the drive to acquire is only one) Basic ideas of moral behavior, or moral intuitions Distinguishing characteristics, or personality traits Together, these elements of our nature provide all of the fundamental functions necessary for living life as a complete, Integrated Human—and they are the springboard for the development of leadership character. As our research data has shown, the ability to leverage all of these areas influence leadership’s ability to achieve positive organizational outcomes.

Physical products today can be significantly enhanced by adding combinations of the following digital elements: Sensors Displays and indicators Actuators and manipulators Microcontrollers Onboard analytics Memory Wireless-connected services Remote controls

Pull Together the Guiding Team. Make sure there is a powerful group guiding the change—one with leadership skills, credibility, communications ability, authority, analytical skills, and a sense of urgency.

The methodical process of analytical thinking brings clarity to effectively define a clear strategy.

The analytical approach is similar to a map, whereas the emergent model is similar to a compass. Both may be used to guide one to a destination. A map is a convenient metaphor for a predetermined plan, guideline, or method. Maps are better in known worlds – worlds that have been charted before. A compass serves as a useful metaphor for an intuitive sense of direction and leadership. Compasses are helpful when leaders are not sure where they are and have only a general sense of direction.17

That’s why they don’t teach you the humanities. As long as your education is restricted to analytical subjects, your minds are not a threat to them.” “I have a starflail,” Alex objected. “Unlimited power.” “But the Rulers have programmed you. Now calm down,” she added, seeing how angry this statement made him. “Not by putting something into your brain, but by keeping something out. They’ve held back critical information, knowledge they themselves possess. Until that deficiency is corrected they continue to control how you think.” “I have freedom of action,” Alex persisted. “But you don’t know how to use it. Students on free worlds have a choice. A boy studies math and science if he wants to become an engineer or a researcher. He studies the humanities if he wants to become a leader. As it should be. One prerequisite for leadership is that a man understand himself, something math and science can’t help with. That’s why a future leader studies history and stories and art: these subjects help him understand humanity in general and himself in particular. You have to decide what you want to do here, Alex. If making robots is all you’re interested in, science will get you through. If you want to lead a revolution, you’re going to need a real education.

Alice Heath, a student of Richard’s at the Harvard Kennedy School and one of his current teaching assistants, experienced this maxim very clearly when she started working with state child welfare agencies, whose mission is to prevent child abuse and neglect. The children and families they work with face very tough circumstances. Unfortunately, there is often no policy choice that a child welfare agency’s leadership can make that is likely to completely prevent abuse or neglect. “Completely preventing abuse or neglect would likely require draconian measures that would not be good for anyone. The best an agency can do is make the choice that has a higher probability of a better outcome relative to the other choices. Even with the best decisions there will still, sadly, be a high chance that some children suffer abuse and neglect. I have seen state legislators and commentators fail to understand this idea over and over, reading every tragic incident as a decision-making failure rather than the result of a set of choices where the best option is not a good option. As a result, state child welfare directors too often have very short terms and agencies lack stable leadership, which only makes things worse for the children and families who need help.

Once, a leader convinced others to act in the absence of information. Today, there’s simply too much information available. We don’t need to guess—we need to know where to focus. We need a disciplined approach to growth that identifies, quantifies, and overcomes risk every step of the way. Today’s leader doesn’t have all the answers. Instead, today’s leader knows what questions to ask. Go forth and ask good questions.

Pay attention to intuitional goals. When they appear, they come up for a good reason. They speak to your priorities and they might just support you in ways your more analytical side couldn’t dream of.

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic. It is the part of the brain that figures out how to use a computer or make a sales call by reading a book. Not surprisingly—but mistakenly—it is also the part of the brain targeted by most training programs aimed at enhancing emotional intelligence.

GrowthBay, under Kevin Sturm's leadership, excels as a growth marketing agency for businesses facing a slowdown in growth. We emphasize on data-driven strategies to diagnose and solve growth impediments instead of relying on intuition. Our range of services includes identifying growth obstacles, establishing growth foundations, and generating both existing and new demand. We adopt a comprehensive growth marketing approach, enhancing areas like acquisition channels, website funnels, KPIs, and analytics.

Daniel Roth of North Coast Container has established himself as an executive leader. Through his rich resume and vast experience, he inspires growth in large organizations, focusing on predictive data analytics, manufacturing, project management, and business development. Mr. Roth is the Senior Vice President of Sales and General Manager for Stavig Industries LLC. He holds his MBA from Portland State University and applies his business and leadership acumen to embracing opportunities for himself and his clients.

If you went to bed last night as an industrial company, you are going to wake up in the morning as a software and analytics company. The notion that there’s a huge separation between the industrial world and the world of digitalization, analytics, and software— those days are over…. It’s about transitions and pivots and change; these things never happen in a moment or a day or a month but they sneak up on you and they happen suddenly and there are three changes that we are investing in that are important for our future. The first one’s the merger of physics and analytics…. The second big transition is that every customer in the industrial world now knows how to measure and value outcomes…. And the last thing is that it’s not just about GE, it’s about the extended enterprise.

In the industrial space especially, we’re seeing the number of sensors and their capabilities going up at an exponential rate,” Ruh said. “We think of this as the Internet of Things applied to the industrial space. We see the opportunity for enormous productivity and efficiency gains in energy, transportation, aviation, and healthcare through the interconnection of devices enabled via huge amounts of sensors. The key is really analytics on the data, the ability to get deep inside those assets and the processes that surround them and allow people to get more productivity and efficiency out of their assets.

Finding growth with big data is more than an add-on; it affects every aspect of a business, requiring a change in mind-set from leadership down to the front lines. Micromarket strategies

Discovery is no longer limited by the collection and processing of data, but rather management, analysis, and visualization.

leadership that clearly articulates organizational mission and goals,

He (Newt Gingrich as a freshman congressman) was both passionate about his goals and coldly analytical in his means.

The fundamental idea behind the AI factory is to industrialize the company’s approach to data, analytics, and artificial intelligence. Moderna’s AI factory does for analytics what industrialization did for manufacturing more than a hundred years ago.

To achieve cost savings and strategic performance while innovating and taking decisions that will have serious consequences, apply the systems thinking approach and a knowledge-based vision. Have a long-term focus and strategic objectives; acknowledge the complexity of an organization; recognise that scaling-up successful strategy requires (hyper)convergence of business objectives, data analytics, human-factors engineering, information and cyber security, regulatory compliance, cutting edge technologies… Understand the process! Enjoy success!

The thing about language is that once you start getting analytical about it, you can't stop.

LEADERSHIP ABILITIES Some competencies are relevant (though not sufficient) when evaluating senior manager candidates. While each job and organization is different, the best leaders have, in some measure, eight abilities. 1 STRATEGIC ORIENTATION The capacity to engage in broad, complex analytical and conceptual thinking 2 MARKET INSIGHT A strong understanding of the market and how it affects the business 3 RESULTS ORIENTATION A commitment to demonstrably improving key business metrics 4 CUSTOMER IMPACT A passion for serving the customer 5 COLLABORATION AND INFLUENCE An ability to work effectively with peers or partners, including those not in the line of command 6 ORGANIZATIONAL DEVELOPMENT A drive to improve the company by attracting and developing top talent 7 TEAM LEADERSHIP Success in focusing, aligning, and building effective groups 8 CHANGE LEADERSHIP The capacity to transform and align an organization around a new goal You should assess these abilities through interviews and reference checks, in the same way you would evaluate potential, aiming to confirm that the candidate has displayed them in the past, under similar circumstances.

Become loving and become courageous. Become the inspiration which you seek outside. Bring the metaphorical heart of your limbic system in sync with the analytical powerhouse of the prefrontal cortex. From your mind shall rise the inspiration. From your mind shall rise the love. From your mind shall rise the greatest education of all.

Increasingly, prominent thinkers in the field of leadership studies like Marcus Buckingham are challenging traditional notions of leadership. Their research suggests that presenting leadership as a list of carefully defined qualities (like strategic, analytical, and performance-oriented) no longer holds. Instead, true leadership stems from individuality that is honestly and sometimes imperfectly expressed.4 They believe leaders should strive for authenticity over perfection. This shift is good news for women, who often feel obliged to suppress their emotions in the workplace in an attempt to come across as more stereotypically male. And it’s also good news for men, who may be doing the exact same thing. I

So what should you do, right now then? Well you should start by listening to George Bernard Shaw who said that, “all progress depends on the unreasonable man.” Graduation gives you the courage to be unreasonable. Don’t bother to have a plan. Instead let’s have some luck. Success is really about being ready for the good opportunities that come before you. It’s not to have a detailed plan about everything you’re going to do, you can’t plan innovation or inspiration, but you can be ready for it. And when you see it, you can jump on it and you can make a difference, as many of the people here have already done. Leadership and personality matters a lot. Intelligence, education, and analytical reasoning matter. Trust matters. In the network world, trust is the most important currency. Which brings me to my final question. What is, in fact, the meaning of life? And in a world where everything is remembered and everything is kept forever–the world you are in–you need to live for the future and the things you really care about. And what are those things? Well in order to know that, I hate to say it, but you’re going to have to turn off your computer. You’re actually going to have to turn off your phone and discover all that is human around us. You’ll find that people really are the same all around the world. They really do care about the same things. You’ll find that the resilience of a human being and the human spirit is amazing. You’ll find today that the best chance you will ever have is right now, to start being unreasonable. You’ll find that a mind set in its way is a life wasted–don’t do it.

Some use Salesforce. Others use Excel. Others use analytics tools. Each leader has their own scorecard. Enablement professionals need to be part of the conversation about what is working and what is not. We need to connect the dots between the great work we do and the results. We want to be able to walk into our leadership’s office and show the correlation between performance by seller and by team and enablement activity. We need to be able to turn a subjective dialogue into a fact-based and analytical conversation. We need to be able to provide answers to the most important question: What can we do to improve performance and achieve our go-to-market goals?

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic.

We are moving from an era of core competencies, differing from firm to firm and embedded deep in each organization, to an age shaped by data and analytics, powered by algorithms and hosted in the computing cloud for anyone to use.