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Companies increasingly rely on a relatively scarce breed to maintain their competitive edge: the people who are able to use statistics, rigorous quantitative or qualitative analysis, and information-modeling techniques to make business decisions. Or, in shorthand, "Analytical talent." For business leaders, the importance of such people poses several challenges, but in the author's experience one question stands out: What's the best way to organize analysts? Executives have to decide whether they should be centralized or decentralized; "Charged out" to the rest of the business as consultants or be made available as a free resource; where and to whom they should report.
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