People Analytics: How Social Sensing Technology Will Transform Business and What It Tells Us about the Future of Work

FT Press
3
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Discover powerful hidden social "levers" and networks within your company… then, use that knowledge to make slight "tweaks" that dramatically improve both business performance and employee fulfillment! In People Analytics, MIT Media Lab innovator Ben Waber shows how sensors and analytics can give you an unprecedented understanding of how your people work and collaborate, and actionable insights for building a more effective, productive, and positive organization. Through cutting-edge case studies, Waber shows how:
  • Changing the way call center employees spent their breaks increased performance by 25% while significantly reducing stress
  • Quantifying the failure of marketing and customer service to communicate led to a more cohesive and profitable organization
  • Tweaking the balance of in-person and electronic communication can enhance the value of both
  • Sensor data can help you discover who your internal experts really are
  • Identifying employees involved in "creative" behaviors can help you promote innovation throughout your business
  • Sensors and simulations can help you optimize your sick-day policies
  • Measuring informal interactions can improve the chances that a merger, acquisition, or "mega-project" will succeed

Drawing on his cutting-edge work at MIT and Harvard, Waber addresses crucial issues ranging from technology to privacy, revealing what will be possible in a few years, and what you can achieve right now. In bringing the power of analytics to organizational development, he offers immense new opportunities to everyone with responsibility for workplace performance.

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About the author

Ben Waber is President and CEO of Sociometric Solutions, a management services firm that uses social sensing technology. He is also a visiting scientist at the MIT Media Lab, where he received his Ph.D. He was previously Senior Researcher at Harvard Business School.

Waber’s work has been featured in Wired, the New York Times, on NPR, and he has given invited talks at Google, EMC, and Samsung. His research was selected for the Harvard Business Review ’s List of Breakthrough Ideas and the Technology Review’s Top 10 Emerging Technologies.

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Additional Information

Publisher
FT Press
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Published on
Apr 24, 2013
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Pages
240
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ISBN
9780133158335
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Language
English
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Genres
Business & Economics / Information Management
Business & Economics / Management
Computers / Web / Social Media
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Content Protection
This content is DRM protected.
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Eligible for Family Library

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An organization's culture lies at the heart of its ability to perform. In the knowledge economy, new rules are emerging and organizations must rethink how they will compete by leveraging their tacit knowledge - their intangible assets - in order to create and sustain a strategic advantage. In this book, Hubert Saint-Onge and Charles Armstrong, two corporate leaders who have been in the forefront of using knowledge management to gain strategic advantage, focus on knowledge-based customer relationships, innovative internal structures, and self-initiated learning cultures, in order to explain the building blocks that must be in place to create and sustain a knowledge-based culture within organizations—a culture that they argue is integral to a high-performance organization.

An organization's culture lies at the heart of its ability to perform. In the knowledge economy, new rules are emerging and organizations must rethink how they will compete by leveraging their tacit knowledge - their intangible assets - in order to create and sustain a strategic advantage. In this book, Hubert Saint-Onge and Charles Armstrong, two corporate leaders who have been in the forefront of using knowledge management to gain strategic advantage, focus on knowledge-based customer relationships, innovative internal structures, and self-initiated learning cultures, in order to explain the building blocks that must be in place to create and sustain a knowledge-based culture within organizations—a culture that they argue is integral to a high-performance organization.

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