Much of the modern economy runs on fuel. Much of the future economy will run on data. In this analogy, data is the oil and analytics is the gasoline. Given this data economy, how do you build a strong data analytics pipeline of your own? Should you build your own refinery or should you buy gasoline direct? Simply put, does it make sense to outsource or not?
During the recent StartUp Week, there were many events taking place nationwide. Data analytics was a popular topic across the board. At one of these events I spoke on a data analytics panel attended by aspiring entrepreneurs (who are pursuing ideas related to data analytics), practitioners, software developers, users, and bosses (who are paying for data analytics), … A multitude of “what-if” questions flew in the air. It was an exciting event for all.
Knowledge workers from C-suites to entry-levels alike are adopting new web services to make previously difficult tasks easier to manage. However, these new solutions can result in headaches for IT departments, because many 3rd party software platforms exist in the “cloud”, which is open to business and compliance concerns due to privacy and security issues.
Congrats to Survature's own Lynn Youngs for reaching the summit of Mount Kilimanjaro! The dormant volcano rises around 16,000 ft from its base on the plains of Tanzania and is the tallest mountain in Africa. The ascent from the base took a little over a week for Lynn to complete. Upon his return Lynn said, “It is certainly one of the most physically demanding things I have ever done.” The team here is proud of Lynn's accomplishment and all he does to help Survature reach the top!
Businesses of all shapes and sizes are increasing their use of data to reveal insights and drive decisions. No matter the source of the data – IoT sensors, predictive computer models, electronic transactions, human feedback, or other; there is a rapidly expanding need for a faster, more extensive, and more thorough view of what is happening, the causes, what to do about it, and why.
In early 2015, the journal editors of “Basic and Applied Social Psychology” announced they would no longer publish papers that contain P values. Later, Nature published an article to further discuss the controversy revolving around P value. It doesn’t matter which side you are on, it is obvious that we are all obsessed with P values, because they have served as a rule of thumb for flagging noteworthy findings across the sciences. As the recent controversy shows, P values are open to exploitation, which is sometimes known as “P hacking”.
When developing new strategic initiatives and guiding strategy deployment, decisions makers need a targeted and specific grasp of their customer and employee priorities. Advancements in online feedback collection and data analysis are yielding more and more sophisticated methods for gathering insights that lead to making more informed and better decisions. The Action Priorities Grid (APG) is one of the latest methods for doing just that.
More than ever before, architecture and design firms are hungry for client-centric data to gain a better understanding about a client’s needs and priorities. Firms that have a competitive edge are those that can demonstrate the capacity to better collect, decipher and validate a client’s complex project requirements.
One issue we see authors wrestle with when drafting an online survey is whether or not they should require participants to answer certain questions. The compulsion to force a response from someone is understandable. After all, the point of the survey is to collect as much information as possible and there are always certain questions in a survey that are more important to the survey author.
Where things get problematic is when a respondent comes across a question that doesn’t particularly apply to them or they simply don’t have a strong opinion. The survey should allow participants to skip these questions or provide a response that reflects their indifference. When a survey writer neglects to include these options and forces a respondent to answer it often leads to a couple of disastrous results.
The old adage “a picture is worth a thousand words” is believed to have first been coined by Fred R. Barnard in a newspaper advertisement around 1921. The point of Barnard’s message was to emphasize that using imagery in advertisements would yield better results than words alone. There is a simple truth to this statement which has been quoted time and time again when speaking to the impact imagery can have when there is a need to convey a fair amount of information quickly or succinctly. Sometimes a picture is just better at telling a story.