By: Sarah Tarraf, Director, Analytics
The stereotypical image of a data scientist is that of the harried analyst, hacking away late into the night in an unrestrained startup environment, tapping into massive amounts of data to uncover interesting relationships that explain once-unexplainable phenomena. What we tend to ignore is the more common scenario—a data scientist working in an established corporate environment with a limited technology budget and an incomplete infrastructure.
By Troy Burmeister & Claire Gilbert, Data Analysts
From software development to social networking, open source software powers big companies. Surprisingly, the people behind it don’t necessarily sit within the walls of Facebook, Google or Microsoft. They reside in thriving communities of active online users’ intent on fueling advances in data science, big data, and analytics.
by Camille Nicita, President & CEO
Anyone challenged with change management inside of an organization is familiar with the three C’s of capability, capacity, and competency. As we talk with some of these leaders, we find that these key dynamics apply to the organization’s ability to build decision intelligence—their ability to not only gain but also apply wisdom that inspires great consumer-minded decision making.
by Greg Heist, Chief Innovation Officer
“The future belongs to those who see possibilities before they become obvious.” — John Scully
Picture this: your organization owns a fully-functioning time machine. Armed with such a device, you unfailingly know what to offer consumers, and when to do so to maximize your competitive advantage.
By Ivan Bojanic, Senior Integration Architect, Arti|fact
Recessions are as painful as they are disruptive. On both an individual and social level, they represent periods of uncertainty, anxiousness and tightened belts. We hunker down for recessions the way that New Englanders hunker down for midwinter storms: with weary resignation in the face of the inevitable.
By Susan Scarlet, Vice President, Strategic Branding
Once upon a time, an 80+-page research report was commonplace. Nearly every question market researchers asked of their consumer subjects landed either in a chart, an executive summary, or both. Those deliverables, often found in PowerPoint, were eventually dispersed on a shared drive and archived into growing terabytes of proprietary knowledge.
By Camille Nicita, President & CEO, Gongos, Inc.
Nature vs. nurture? While this topic has been widely debated for centuries, evidence suggests that nature (a person’s inherent genetic make-up) and nurture (environment and external influences) have equal influence on shaping who we are, how we live, and the decisions we make.
By: Ivan Bojanic, Senior Integration Architect, Arti|fact
At its heart, consumer research aspires to tell us other people’s stories; to explain where they came from, why they do what they do, and to better predict what they might do in the future.
Of course, the challenge is one of scale. Spending one-on-one time with an individual allows us to appreciate their unique narrative.
by Jason Solack, Vice President, O2 Integrated
Organizations large and small have an abundance of data at their disposal and have access to even more. The differences, however, in large part are often due to corporate governance. In fact, an increasingly growing component of this is data governance. And, when it comes to permission and utilization of data, this is certainly a case where size matters—organizational size and capacity, that is.
by Greg Heist, Chief Innovation Officer
The mega drought that has plagued California over the past four years has gained global attention. As the much-hoped-for relief from this water crisis evades Californians, increasingly austere usage restrictions are quickly becoming a fact of life for more than 12% of the U.S. population.
While we have yet to see the ultimate implications of this crisis play out for California and the rest of the U.
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