Data Analytics Teams and Procurement, CAPS Research



um in tamesha and faculty member in the Department of Information Systems that that we carry School of Business and Arizona State University obsequious I also teach it and it would be carry school trying to focus on it was both how the structure of the teams and how to interact with the teams because we think those are two key requirements for success that if the teams aren't structured appropriately you're not going to be able to interact with them in the correct way but if you don't interact with them in the correct way you're not going to be able to leverage the talents of the people who are on campus students the first impulse when you're interacting with in Linux teams is to ask them to give you a data or ask them to give you information and what we found out is that the best way to interact is to say I've got a problem can you help me solve this problem and that instead of having them to give you an information and you go back and forth with the information that lets you really utilize their talents to try to improve the organizational performance focus on the executive problems at hand so that can give even a solution and not just death providing the one thing we discovered that was again a little bit surprising because it in terms of structuring the teams you had to have both the dedicated team and you had to have a centralized team and the reason you had to have the dedicated team was it was impossible to really treat the data analytics team as partners if there wasn't somebody who truly understood what your problem was you needed somebody who understood your problem and understood analytics in order to allow you to effectively leverage the talents that are available within the Sinfonia Linux students the other important findings that the procurement data and the teams should have up close and collaborative relationship with the IT department because in terms of data storage in terms of the program development you have to rely on this of IT talent everyone's always talking about the shuri to tell me the real limitation but virtually every CEO that we talked to said it wasn't really hard to find talented people we think though one of the reasons for that might be with the hybrid structure the people who are reporting directly the German officers or highly technical people they understood technology but their real focus was on using the technology to improve operations and there seem to be less of a shortage in that regard there's just so much to be Dillon at the descriptive level that there just weren't enough resources what they've been doing is focusing on those opportunities first and sort of delayed moving on to the predictive and the prescriptive opportunities we found a number of people were apprehensive about interacting with highly technical people thinking that in order to improve the operations you had to get to be very analytical when in fact you don't the running smart business experiments really takes much more common sense that it takes tremendous analytical skills India kept the diamonds I've actually done either out there they or they have to do just follow this path that we

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