In my profession, data analysis is generally not a hands-on
activity; we tend to use data analytics performed by
others, inside and outside of the j organization, to inform
our work. j My taking this course is a big part of how I
am preparing--I need to be literate about not just data,
but data analytics methods. I need j to be able to ask my
partners good questions and be able to judge whether
their methods are j sound and whether the findings they
present make sense.
People who j don't have the skills and knowledge j to at j
least j understand data j analysis cannot afford to continue j on
without doing something to build their knowledge because
data analysis is a vital input to all industries, from retail
to medical j research to automotive engineering. Data j
analytics has been (and will probably continue to be, for a
while), a business advantage. Those 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 j over in this course, the
best projects start with strong questions or problems in
mind. This is why j managers and business leaders must
understand business analytics. Even if they do not have to
do the analysis, they have to j decide j what problem to
solve or question to answer--that j is literally their job.
Secondly, leaders have to decide j how to use the j insights j
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, April 19). A 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.
