Correcting analytics maturity myopia

Companies face increasing pressure to compete in the practice of analytics and strive for analytics maturity to sustain their competitive advantage. A single-minded, narrow focus on gaining analytics maturity, however, leads to analytics maturity myopia. Based on our studies of analytical capabilities and numerous conversations with executives and managers, we offer a scorecard for organizations to identify the presence of analytics maturity myopia and propose a framework for organizations to correct this issue. The proposed framework partially explains the mixed and conflicting results regarding the relationship between analytics maturity and business value found in the literature. Specifically, we recommend that companies focus on three factors that are critical to realizing value from analytics initiatives: (1) a balanced view of value to different stakeholders, (2) a continuous expansion of the business ecosystem beyond current stakeholders to identify and pursue new opportunities, and (3) use of an emergent strategy to take advantage of unexpected opportunities and develop organizational agility.     

关注人力资源部门的边缘化

由于人力资源管理职能的分散化,直线经理和外包商开始承担起部分人力资源管理的责任。同时,由于人力资源部门不能很好地以定量的方式证明自己存在的价值,使得其在组织当中的地位越来越趋于边缘化。因此,推动人力资源部门的战略转型,将是其必然选择。     

人才结构与产业结构互动的一般规律研究

人才结构与产业结构互动是人才战略实施过程中必须认真考虑的一个重大问题,围绕国家产业结构调整的主题调整人才结构,找到人才结构与产业结构互动的规律十分必要。从人才结构调整的一般规律和产业结构调整的一般规律看,人才结构与产业结构互动符合人才资源流动的"推力-拉力"规律,即产业结构调整拉动人才结构调整,人才结构调整推动产业结构调整,是两种力量不断在动态中保持平衡的结果。     

浅谈由传统HR向HRBP转型的方案设计及落地——以某中型互联网公司为例

互联网高速发展,产品更新迭代呈几何倍数速度增长,为互联网企业带来不少挑战,人力资源作为企业最重要的一个节点,发挥的作用不容小觑。本文则是就互联网企业的人力资源管理由传统模式转型至三支柱模式的议题展开论述。     

Managerial work in the realm of the digital universe: The role of the data triad

With the explosion of the digital universe, it is becoming increasingly important to understand how organizational decision making (i.e., the business-oriented perspective) is intertwined with an understanding of enterprise data assets (i.e., the data-oriented perspective). This article first compares the business- and data-oriented perspectives to describe how the two views mesh with each other. It then presents three elements in the data-oriented perspective that are collectively referred to as the data triad: (1) use, (2) design and storage, and (3) processes and people. In describing the data triad, this article highlights practices, architectural techniques, and example tools that are used to manage, access, analyze, and deliver data. By presenting different elements of the data-oriented perspective, this article broadly and concretely describes the data triad and how it can play a role in the redefined scope of work for data-driven business managers.