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REPORTING Vs ANALYTICS

REPORTING Vs ANALYTICS:<br>The chessboard has 32 pieces and 64 boxes and given the scale of production of chess boards, it can be assumed that there are quite a few people in the world who would know how the pieces move and how chess is played. However, there are only a few people who can really play chess in a manner that is worth watching.<br>We are going to wildly extrapolate the same thing to working with data. Yes, there is an enormous amount of data and there is a sizable population of the workforce across different industries who have the word analyst in their designation.

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REPORTING Vs ANALYTICS

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  1. GIGRICH.NET REPORTING VS ANALYTICS ON-DEMAND ANALYTICS CAPABILITIES PLATFORM

  2. WELCOME TO REPORTING VS ANALYTICS The chessboard has 32 pieces and 64 boxes and given the scale of production of chess boards, it can be assumed that there are quite a few people in the world who would know how the pieces move and how chess is played. However, there are only a few people who can really play chess in a manner that is worth watching. GET STARTED

  3. We are going to wildly extrapolate the same thing to working with data. Yes, there is an enormous amount of data and there is a sizable population of the workforce across different industries who have the word analyst in their designation. So the question is what really differentiates a report from analysis and what differentiates an analyst from a data cruncher/visualizer. This our experience tells us is a challenge that dogs the analytics industry. The ability to write a piece of SQL code makes you an analyst as much as having a telescope makes you an astronomer.

  4. ANALYSIS Here is what Morgan has to say about some of the most common issues with how we approach an analysis: Beginning with a conclusion in mind- this is one of the biggest issues in any analytics project. We usually have a hunch and we fit data to validate that. There is seldom an open-minded exploration of data. The second issue is also an extension of the first one- this makes us favor one analytical outcome over another based on a hunch and no data backing. Then comes a cool term called satisficing (yes it’s actually a word)- this also has been classified as neologism- a term coined by Herbert Simon in 1955 that describes a phenomenon in which a manager will settle for a satisfactory solution rather than a solution thrown up by analytical model.

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