As companies emerged in the battle for survival they have also held on to the foundations of success based on what have worked in the past. For many businesses leaders, the game is about numbers. The more you learn how to analyze these figures the better your business will become.
And speaking of better business, more likely the basis for accepting new ideas would largely depend on the data gathered and projected by the marketing department or the data analysis team. And you may find little about strategic insight used or any openness with bringing up opinions in the organization. Decisions can be one way, it could be from higher managers or it could be from the owner itself.
But the game is now slowly changing. As more and more Steve Jobs and Mark Zuckerberg emerged out of the dark alley of analytics, the game is evolving into something many business analyst would despise and reject from the past. The rules of the game have become more human centered in this millennium.
Along with the rise of game changers is also the awakening of a new management style targeted on the feelings, opinions, ideas, and firsthand experiences of people in the company. These outputs as essential as gathered data are coming from highest position in the company to the lowest position possible. It is all about bringing together the needs of every internal customer in order to create more innovations and success as a whole.
In fact, business analysts pointed to the effectiveness of this type of management. The strength of the principle comes from the ideas coming from employees doing the same job everyday and people who frequently reaches out to consumers, for example, sellers and deliverymen. They also found that it is a good strategy in creating services and products fitted to the needs of consumers.
And rather than depending on what data has to say, business leaders following this principle will listen to what regular employees feel about the services because it is most likely how consumers feel about the services as well. Take for an example, Apple, it is clear that Jobs listens to his employees to create innovation. Here is what happened during the interview with Jobs.
During the interview, Jobs never answered it was about the iPhone nor the iPad, he said it was Apple as a whole. Looking at this example, we can conclude that Jobs had an unorthodoxy type of management. He was interested in the opinions of his employees than to uphold his own idea as basis of success.
Another story of success is from Mark Zuckerberg, CEO of Facebook. Zuckerberg and his employees would often organize Hackathons in order to come up with new ideas and new concepts of innovation. This as well gave birth to the like button and the new home page design of Facebook.
To sum this article up, insights from all the people in the company is as essential as data gathered by a single department. It might not be fair to say it is all about insight and there is no need for analytics. What this article is trying to explain is it would very promising if a company can take advantage of both tools.
And speaking of better business, more likely the basis for accepting new ideas would largely depend on the data gathered and projected by the marketing department or the data analysis team. And you may find little about strategic insight used or any openness with bringing up opinions in the organization. Decisions can be one way, it could be from higher managers or it could be from the owner itself.
But the game is now slowly changing. As more and more Steve Jobs and Mark Zuckerberg emerged out of the dark alley of analytics, the game is evolving into something many business analyst would despise and reject from the past. The rules of the game have become more human centered in this millennium.
Along with the rise of game changers is also the awakening of a new management style targeted on the feelings, opinions, ideas, and firsthand experiences of people in the company. These outputs as essential as gathered data are coming from highest position in the company to the lowest position possible. It is all about bringing together the needs of every internal customer in order to create more innovations and success as a whole.
In fact, business analysts pointed to the effectiveness of this type of management. The strength of the principle comes from the ideas coming from employees doing the same job everyday and people who frequently reaches out to consumers, for example, sellers and deliverymen. They also found that it is a good strategy in creating services and products fitted to the needs of consumers.
And rather than depending on what data has to say, business leaders following this principle will listen to what regular employees feel about the services because it is most likely how consumers feel about the services as well. Take for an example, Apple, it is clear that Jobs listens to his employees to create innovation. Here is what happened during the interview with Jobs.
During the interview, Jobs never answered it was about the iPhone nor the iPad, he said it was Apple as a whole. Looking at this example, we can conclude that Jobs had an unorthodoxy type of management. He was interested in the opinions of his employees than to uphold his own idea as basis of success.
Another story of success is from Mark Zuckerberg, CEO of Facebook. Zuckerberg and his employees would often organize Hackathons in order to come up with new ideas and new concepts of innovation. This as well gave birth to the like button and the new home page design of Facebook.
To sum this article up, insights from all the people in the company is as essential as data gathered by a single department. It might not be fair to say it is all about insight and there is no need for analytics. What this article is trying to explain is it would very promising if a company can take advantage of both tools.
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