|
|
It’s really quite extraordinary how different an organization becomes when decisions are based on facts rather than force of personality, rank, and opinion.
|
|
Larry Ellison
|
|
But what's really required ... is to challenge the structure of the decision-making process. What are the incentives that the managers have? What is the time
horizon? ... What kind of information is taken into account?
|
|
Vice President Al Gore
|
|
A decision was wise, even though it led to disastrous consequences, if the evidence at hand indicated it was the best one to make; and a decision was foolish,
even though it led to the happiest possible consequences, if it was unreasonable to expect those consequences.
|
|
Herodotus
|
|
Data is largely about the past. Your gut has to come in to deal with things that are in the future about which we cannot have data, but it is up to your ability
to merge past and future data and intuition in as analytical a way as you can.
|
|
Andrew S. Grove
|
|
The onus is always on the user to make sure that all the information, which his common sense tells him is relevant to the problem, is actually incorporated into
the equations, and that the full extent of his ignorance is also properly represented.
|
|
Edwin Jaynes
|
|
No sensible decision can be made any longer without taking into account not only the world as it is, but the world as it will be.
|
|
Isaac Asimov
|
|
Most major business decisions are taken as a result of animal spirits - of a spontaneous urge to action rather than inaction, and not as an outcome of a
weighted average of quantitative benefits multiplied by quantitative probabilities.
|
|
John Maynard Keynes
|
|
The way to achieve success is first to have a definite, clear, practical ideal - a goal, an objective. Second, have the necessary means to achieve
your ends - wisdom, money, materials, and methods. Third, adjust all your means to that end.
|
|
Aristotle
|
|
Nothing is more difficult, and therefore more precious, than to be able to decide.
|
|
Napoleon I
|
|
|
Increase Shareholder Value
- Decide better, faster, and more transparently
- Achieve maximum value out of the information in your knowledge workers and BI systems
- Make corporate decisions in a consistent way, regardless of corporate function or problem type
With Results That Matter
- Improved seven-year datacenter upgrade strategy in 3 days, increasing shareholder value by $460 million while preventing 66,000 metric tons of carbon dioxide emissions.
- In only 1 week, optimized supply chain strategy to account for known price fluctuations and supply shocks, increasing seven-week NPV from -$1.77 million to -$1.15 million.
- With just 2 days of analysis of an Internet technology acquisition, narrowed maximum acquisition price from between $200 million and $2 billion to a single price of $750 million.
|
"At what prices should we be selling our products?"
"What size of equity position should we take in that company?"
"Which engineering team should develop the new product?"
"How much inventory should we be holding?"
"Where should we next drill for oil?"
"Which new drugs should we send for trials?"
|
|
|
|