Aaron Sandoski on How the Wise Decide

    Jan 24, 2019

    In Data Driven, Thomas Redman, the “Data Doc,” shows how to leverage and deploy data to sharpen your company’s competitive edge and drive its profitability. Thomas C. Redman is a Senior Consultant with Cutter Consortium's Business Intelligence Practice and president of Navesink Consulting Group, which he founded in 1996. Among the first to recognize the need for high-quality data in the information age, Dr. Redman established the AT&T Bell Laboratories Data Quality Lab in 1987 and led it until 1995. There he created the Applied Research Program that produced many of today's methods for improving data quality. Known by many as the "guru of data quality," Dr. Redman has written numerous articles and authored the seminal book on data quality. He is the leading inventor of practical techniques to help organizations improve amidst the explosion of data (and data quality problems) created in the information age. He is the author of numerous papers, including "Data Quality for Competitive Advantage" (Sloan Management Review, Winter 1995) and three books, Data Quality: The Field Guide, Data Quality for the Information Age, and Data Quality: Management and Technology.

    For additional training on this topic, consider these AMA seminars:

    To learn more, read these AMACOM Books:

    • Blissful Data by Margaret Y. Chu
    • Identifying and Managing Project Risk by Tom Kendrick
    • Project Management That Works by Rick A. Morris, Brette McWhorter Sember
    How do the wise decide and lead businesses and organizations to great success is the question Bryn Zeckhauser and Aaron Sandoski posed to themselves after landing their first jobs as managers.How do the wise decide and lead businesses and organizations to great success is the question Bryn Zeckhauser and Aaron Sandoski posed to themselves after landing their first jobs as managers. Despite the best training the world could offer—Harvard MBAs and stints at McKinsey & Company, the elite powerhouse consulting firm—they felt unprepared when faced with the pressure to make critical decisions. So they set out on a three-year quest to discover how people with remarkable success and experience in both corporate and public life—“the wise”—went about making crucial, often make-or-break decisions. They share their discoveries in their book How the Wise Decide: The Lessons of 21 Extraordinary Leaders.

     

    AMA_Edgewise_0922.mp3