The benefits—and limits—of decision models | McKinsey & Company

See on Scoop.itWhat I’m thinking about

Big data and models help overcome biases that cloud judgment, but many executive decisions also require bold action inspired by self-confidence. Here’s how to take charge in a clear-headed way. A McKinsey Quarterly article.

This McKinsey Quarterly article landed in my inbox today.  It argues for the need to use a combination of leadership talent, execution and inspiration as well as predictive models and date to make excellent decisions.   “Players don’t predict performance; they have to achieve it. For that purpose, impartial and dispassionate analysis is insufficient.  Positive thinking matters, too.”   We certainly need big data — to analyze it, understand it, and make use of it.  At the same time, we need big human thinking, inspiration, perspiration and teamwork to make sense and use of it all.
See it on www.mckinsey.com

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