jerryking + information-savvy   3

Big Data Is Great, but Don’t Forget Intuition
December 29, 2012 | NYTimes.com |By STEVE LOHR.

A major part of managing Big Data projects is asking the right questions: How do you define the problem? What data do you need? Where does it come from? What are the assumptions behind the model that the data is fed into? How is the model different from reality?...recognize the limits and shortcomings of the Big Data technology that they are building. Listening to the data is important, they say, but so is experience and intuition. After all, what is intuition at its best but large amounts of data of all kinds filtered through a human brain rather than a math model?
Andrew_McAfee  asking_the_right_questions  bubbles  conferences  critical_thinking  data_scientists  Erik_Brynjolfsson  failure  hedge_funds  human_brains  information-literate  information-savvy  intuition  massive_data_sets  MIT  models  problems  problem_awareness  problem_definition  problem_framing  questions  skepticism  Steve_Lohr  Wall_Street 
january 2013 by jerryking
Be Data Literate -- Know What to Know - WSJ.com
November 15, 2005 | WSJ |By PETER F. DRUCKER. (This article originally appeared in The Wall Street Journal on Dec. 3, 1992).

Few executives yet know how to ask: What information do I need to do my job? When do I need it? In what form? And from whom should I be getting it? Fewer still ask: What new tasks can I tackle now that I get all these data? Which old tasks should I abandon? Which tasks should I do differently? Practically no one asks: What information do I owe? To whom? When? In what form?...A "database," no matter how copious, is not information. It is information's ore. For raw material to become information, it must be organized for a task, directed toward specific performance, applied to a decision. Raw material cannot do that itself. Nor can information specialists. They can cajole their customers, the data users. They can advise, demonstrate, teach. But they can no more manage data for users than a personnel department can take over the management of the people who work with an executive.

Information specialists are toolmakers. The data users, whether executive or professional, have to decide what information to use, what to use it for and how to use it. They have to make themselves information-literate. This is the first challenge facing information users now that executives have become computer-literate.

But the organization also has to become information-literate. It also needs to learn to ask: What information do we need in this company? When do we need it? In what form? And where do we get it?
CFOs  CIOs  critical_thinking  data  databases  data_driven  decision_making  digital_savvy  incisiveness  information-literate  information-savvy  insights  interpretative  managerial_preferences  metacognition  organizing_data  Peter_Drucker  questions 
may 2012 by jerryking
An American Sage - WSJ.com
NOVEMBER 14, 2005 | The Wall Street Journal | Editorial

The following is a selection from the writings for The Wall Street
Journal of Peter F. Drucker, who died on Friday night at the age of 95.

not many executives are information-literate. They know how to get data.
But most still have to learn how to use data.

Few executives yet know how to ask: What information do I need to do my
job? When do I need it? In what form? And from whom should I be getting
it? Fewer still ask: What new tasks can I tackle now that I get all
these data? Which old tasks should I abandon? Which tasks should I do
differently? Practically no one asks: What information do I owe? To
whom? When? In what form?
Peter_Drucker  questions  information-literate  information-savvy  management_consulting  strategic_thinking  executive_management 
may 2009 by jerryking

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