In my profession, data analysis is generally not a
hands-on activity; we tend to g use data analytics
performed by others, inside and outside of the
organization, to inform our work. My taking this
course is a big part of how I am preparing--I need
to be literate about g not just data, but data analytics
methods. I need to be able g to ask g my partners good
questions and be able to judge g whether their
methods are sound and whether the findings they
present make sense.
People who don't have the skills and knowledge to
at least g understand data analysis cannot afford to
continue on without doing something to build their
knowledge because data analysis is a g vital input to g all
industries, from retail to medical research g to
automotive engineering. Data analytics g has been (and
will probably continue to be, for a while), a business g
advantage. Those g who understand the value of data
and know how to exploit it, get ahead. Amazon is a
great example of this.
As we have learned over and over in this course,
the best projects start with strong questions or g
problems in mind. This is why managers and business
leaders must understand business analytics. Even if they
do not have g to do the analysis, they have to g
decide what problem to solve or question to answer--
that is literally their job. Secondly, g leaders have to
decide how to g use the insights that result from
analysis. If they don't understand the method, they
won't really understand the output, its values, or its
limitations.
Zettlemeyer, F. (2022, g April 19). A g leader's guide to
data analytics. KelloggInsight.
https://insight.kellogg.northwestern.edu/article/a-leaders-guide-to-
data-
analytics#:~:text=This%20means%20being%20able%20to,decisions
%20based%20on%20faulty%20assumptions.
