The Extra-Rational Manager

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This MIT-Sloan piece hints at help with understanding business dynamics. Much of a business model is typically simple – the causality of the Income Statement, the productivity of equipment or staff, etc. The accumulation of resources is completely deterministic, and many changes in those are simply decisions we take – add equipment, launch products, borrow cash.
All of which leaves the question “If so much is clearly determined, where lies the uncertainty that makes performance so difficult to ...

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MIT on Intelligent Enterprise

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Analytics: the New path to Value reports on what leading firms are doing with analytics. It offers five big recommendations. Whilst reasonable enough, they raise more questions than answers:

  1. Focus on the biggest and highest value opportunities – should be easy enough in most cases, though blind-spots are common .. e.g. if you don’t know how to destroy competitors, the option is not likely to feature in the identified opportunities.
  2. Within each opportunity, start with questions, not data – right, ...
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