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Foreword. <p>The Blending of Insight and Technology by Jean E. Eagle.</p> <p>Are We at the Advent of Something Big? by John E. Chickering, CRM </p> <p><b>Introduction: Sitting on a Hinge of History.</b></p> <p>Can Futurists Be Trusted?</p> <p>What Exactly Is a Hinge of History?</p> <p>Notes.</p> <p><b>Chapter 1 The Art, Act, and Science of Knowing.</b></p> <p>Why Are Humans at the Top of the Food Chain?</p> <p>Recent History of Knowing.</p> <p>Notes.</p> <p><b>Chapter 2 A Transformed World.</b></p> <p>Analytics Makes Change Understandable.</p> <p>Finance Industry: One of the First to Be Transformed by Analytics.</p> <p>Healthcare Will Be Transformed by Analytics.</p> <p>Retail Is on the Cusp of Being Transformed.</p> <p>Grocery Stores Lead Transformation.</p> <p>Advertising Is Being Transformed.</p> <p>What We Must Know about Customers Is Transforming.</p> <p>Business Models Are Transforming.</p> <p>Logistics Has Been Transformed.</p> <p>The Military Has Been Transformed.</p> <p>Science Is Transforming.</p> <p>Agriculture and Food Are Being Transformed.</p> <p>Work Itself Is Transforming.</p> <p>Transportation Is Being Transformed.</p> <p>Politics Is Transforming.</p> <p>Technology Companies Slow to Embrace Analytics.</p> <p>The Media Has Been Slow to Transform.</p> <p>Notes.</p> <p><b>Chapter 3 The Analyst: A New Animal in The Organizational Forest.</b></p> <p>What Do Analysts Do?</p> <p>Understanding Customers.</p> <p>Evolution of Analytics.</p> <p>Analyst Brand.</p> <p>Education of Analysts.</p> <p>Career Path.</p> <p>Motivation.</p> <p>Managing Analyst.</p> <p>Analytics Everywhere. </p> <p>Notes.</p> <p><b>Chapter 4 Where Analysts Live in the Organization.</b></p> <p>The History that Got Us Where We Are Today.</p> <p>State of Organizational Structure Today.</p> <p>A “Hot Mess”.</p> <p>Thoughts on the New Normal.</p> <p>Power of Connected Analytics.</p> <p>Power of Conversation.</p> <p>The Path Ahead.</p> <p>But When You Get It Right…</p> <p>A Different Model to Build On.</p> <p>Notes.</p> <p><b>Chapter 5 Relationships Betwixt and Between.</b></p> <p>Why Are Relationships Important?</p> <p>A More Nuanced Understanding of Relationships.</p> <p>Paying Attention to What People Pay Attention To.</p> <p>Managing Relationships Requires Understanding Info-War.</p> <p>Whom Do You Want to Have a Relationship With?</p> <p>Relationships with Peers.</p> <p>Analysts Need to Get in the Game.</p> <p>Social Network Analysis: The Forgotten Piece of Business Analytics.</p> <p>Evolution of Relationships.</p> <p>Intense Focus on “Same Paging”.</p> <p>Social Capital Is Teamwork Scaled Up.</p> <p>Analysts are Weak at Relationship Math. </p> <p>Notes.</p> <p><b>Chapter 6 Technologies of Analytics.</b></p> <p>Technology Evolves.</p> <p>Where Business Analytics Sits Today.</p> <p>It Is Time to Wake Up and Analyze the Data.</p> <p>What People Agree On.</p> <p>Trends.</p> <p>Notes.</p> <p><b>Chapter 7 Value of Analytics: Knowledge, Strategy, and Innovation.</b></p> <p>Business Analytics as Source of Strategic Understanding.</p> <p>Marketing to Customers.</p> <p>Customer Knowledge.</p> <p>Real-Time Product Pricing.</p> <p>Every Five Years: A “Do Over”.</p> <p>Applying Analytics to Innovation.</p> <p>Choice Architecture.</p> <p>Innovation Matters.</p> <p>Role of Business Analytics in Innovation.</p> <p>Innovation Requires Process.</p> <p>Notes.</p> <p><b>Chapter 8 Where Is All This Going?</b></p> <p>A New Kind of World.</p> <p>A New Kind of Decision Making.</p> <p>We Now <i>Know</i> Better.</p> <p>A New Kind of Skill Set.</p> <p>A New Customer Knowledge.</p> <p>Experiments Mistakes and Questions.</p> <p>A New Kind of Leadership through Analytics.</p> <p>Analytical Infrastructure.</p> <p>Notes.</p> <p><b>The New Know: A Few Afterwordish Thoughts by Alan Webber.</b></p> <p><b>Index.</b> </p>

Thornton May knows <i>knowing</i>. His work on the complex intersection of the informational, knowledge, and behavioral components of organizational change includes teaching at distinguished business schools, writing for widely read technology magazines, futuring at think tanks, and keeping in monthly contact with more than 1,000 C-level executives. <p>May specializes in creating collaborative knowledge places, postindustrial campfires where the best and brightest convene to understand what they know, what they don't know, and what they can do about it. He currently engages executives at organizations such as the CIO Executive Summit (Evanta/DMG Group), the Multi-Channel Value Lab (Digital River), the Olin Innovation Lab (Olin College of Engineering), and the Value Studio at Florida State College at Jacksonville.</p> <p>The editors at <i>eWeek</i> magazine acknowledged May as one of the "100 Most Influential People in IT." The editors at <i>Fast Company</i> consider him one of the "50 best brains in business."</p> <p>Thornton May received his BA from Dartmouth College and his MSIA from Carnegie-Mellon University. He did doctoral work in Japanese studies at the University of Michigan and Keio University in Tokyo.</p>

<b>Praise for The New Know<br /> Innovation Powered by Analytics</b> <p>"Human history reflects our long—and by no means completed—ascent from the darkness of ignorance to the light of knowledge. Thornton illuminates the knowledge explosion which itself is a critical part of what we must know next."—Alvin Toffler, author and futurist</p> <p>"Be forewarned: reading Thornton May's The New Know will make you think you've spent your whole life in Plato's cave, staring at shadows on the wall. But do not despair: Thornton will take you by the hand and guide you into the sunlight. There, you'll understand that we are bobbing in an ever expanding ocean of data, and that learning to analyze it is critically important—like learning to swim."—Lew Hay, Chairman and CEO of FPL Group, the nation's No. 1 producer of renewable energy from wind and solar power</p> <p><b>Understand the critical competency of the age: business analytics</b></p> <p>Today's high-performing organizations are dealing with diverse issues, a wider range of regulations, and heightened global competition.</p> <p>So with all these issues, why embrace business analytics? Easy . . .</p> <ul> <li> <p>The rules have changed</p> </li> <li> <p>Customer expectations have changed</p> </li> <li> <p>Regulatory expectations have changed</p> </li> <li> <p>Societal expectations have changed</p> </li> <li> <p>Performance expectations have changed</p> </li> <li> <p>Possibilities have changed</p> </li> </ul> <p>Futurist and leading IT communicator Thornton May makes a convincing case for why organizations need to find innovative ways to exploit technology and operate consistently better than their competitors.</p> <p>We are standing at a hinge of history, on the cusp of entering a new age—the age of The New Know, an age when just showing up is not enough.</p> <p>Both a time period and a social reality, <i>The New Know</i> is all about moving your organization beyond just having the data, to knowing <i>what</i> you need to know and when you need to know it.</p>

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