00:00:00
Stefano Puntoni: But in many situations,
we do have lots and lots of data. The problem is sometimes
those data are not the data you
00:00:06
need, or maybe those data are
not being thought of the right way in terms of supporting the
decisions that are important to make.
00:00:12
Dan Loney: But I guess there is an importance that we
need to kind of reinstall, in
00:00:17
many cases, on the human
component of this entire process. - Yeah, the human judgment is
crucial. So actually, what I
00:00:25
argue always is that as computers
and algorithms become smarter and smarter, and the data
becomes better and better, we
00:00:32
should think harder, not less.
And so in a way, the key message of the book almost is to say --
Dan Loney: And welcome to
00:00:39
a special edition of Ripple
Effect: Meet the Authors. I'm your host, Dan Loney. In each
episode this month, the podcast
00:00:46
will feature Wharton faculty
authors in lively, fast moving conversations about their latest
books and research. We're going
00:00:53
to be covering a diverse range
of topics, bringing you the latest insights and knowledge
that you can apply to your life
00:00:59
and to work. And hello, and
welcome to the Ripple Effect: Meet the Author series. I'm your
host the Dan Loney. Today we're
00:01:06
talking with Stefano Puntoni
about his book, <i>Decision-Driven</i> <i>Analytics</i>. Stefano's book is
about leveraging human
00:01:14
intelligence to unlock the power
of data. And the book offers a new approach about making good
decisions with data. Stefano,
00:01:22
great to see you again. Thanks
very much for your time today. And I guess let's start out with
just explaining how you view, or
00:01:28
what your definition of decision-
driven analytics is. - Thanks, Dan, for having me. And I'm
excited to be here and tell you
00:01:35
a little bit about our new book.
And the book is motivated by the problems that we see in many
companies where analytics are
00:01:45
complex. Companies have invested
heavily. We have lots of data. And yet companies sometimes seem
to struggle to extract value
00:01:52
from that data. And what we
argue in the book, basically, is that the gold standard that many
companies have set themselves on,
00:02:01
which is data-driven
decision making, may to some extent, actually get the point
wrong, meaning perhaps we argue
00:02:11
it shouldn't be the decision
making that is data driven. Instead, we argue it should be
the data analytics that is
00:02:17
decision driven, meaning rather
than focusing on the data, and then trying to figure out how do
we extract value to improve
00:02:24
our decision making, it might be
much better, in fact in many situations, to do the opposite.
And say, let's start from the
00:02:30
decisions that we need to make
and figure out what data we need to make those decisions.
00:02:35
- What kind of potential impact
then have we maybe you've been looking at because --
that maybe the process hasn't
00:02:43
been exactly the way that it
should be and we're maybe not extracting the value that we
really should? - The
00:02:50
idea of data-driven decision
making is not -- nobody argues that using data to make decisions is a
bad idea. We need data to make
00:02:56
good decisions. What we argue in
the book is that the emphasis is wrong. And that, you know, the
complexity and investments
00:03:04
required to get the data systems
in place, and all that work that has to be done, complex,
technical, have attracted a lot
00:03:13
of attention. And at some point,
people end up in a situation where looking at data and trying
to find a purpose for it, rather
00:03:19
than looking at the questions
that they need to answer and find data for that purpose.
00:03:27
- Are there common mistakes that
end up popping up as you've kind of investigated this by not
going more of a data-driven
00:03:36
perspective? - Yes, so the mistakes that we see
companies do are basically of a variety of types. But the two
that are very common are that
00:03:46
companies sometimes end up
answering the wrong questions, because they haven't connected
the analytics to the decisions
00:03:51
that they need to make very
well. And because of that, they explore stuff that is actually
not the stuff they should be
00:03:56
exploring. And the second is
that by focusing so much on the data, you almost end up putting
this data on a pedestal and
00:04:03
glorifying them to the extent
where you might actually become uncritical of them, and not
understanding what are the
00:04:08
pitfalls that you might run into
if you make decisions based on this data. And so the basic
issue is actually that of a
00:04:17
disconnect between decision
making and data analytics, where there is this large
gap between the people, the
00:04:24
leaders who make the decisions,
and the systems that are meant to support them. - I guess it's important to ask
these questions right now,
00:04:31
because it feels like we have
more data than ever. And in many cases, I would assume the
decision makers are probably
00:04:39
inundated with this data, and
maybe don't know how to parse through it and make the right
call.
00:04:44
- Yeah, it's like a strange irony in
that for a long time companies were complaining they don't have
data to make decisions. Now
00:04:51
they're still complaining about
data, but now they complain, oftentimes, you know, they have
too much data, meaning that
00:04:56
there's so many things that one
could look at and it's a bit -- it's easy to get lost.
Of course, we still have many
00:05:03
situations where we don't have
good data. And companies still are struggling to figure out
ways in which they can achieve,
00:05:10
you know, kind of evidence-based
decision making in those situations. And I think we need
to keep looking for great data
00:05:16
there. But in many situations,
we do have lots and lots of data. The problem is that
sometimes those data are not the
00:05:23
data you need, or maybe those
data are not being thought of the right way in terms of
supporting the decisions that
00:05:29
are important to make. - But I guess there is an importance
that we need to kind of
00:05:34
reinstall, in many cases, on the
human component of this entire process. - Yeah, the human judgment is
crucial. So actually, what I
00:05:42
argue always is that as
computers and algorithms become smarter and smarter, and the
data becomes better and better,
00:05:49
we should think harder, not
less. And so in a way, the key message of the book almost is to
say that the secret to making
00:05:58
good decisions with data is that
before you even start looking at the data, you need to do a lot
of thinking. So it takes a lot
00:06:05
of thinking without data to make
good decisions with data. - So we're now in a time where
artificial intelligence is
00:06:12
playing a bigger and bigger role
in a lot of things that we do. How potentially does AI kind of
impact the decision process and
00:06:22
either make it better or worse,
depending on all of this data that we have now in the mix?
- Yeah,
00:06:27
AI is the biggest thing
happening today. And I'm very excited about all the work that
the Wharton School is doing in
00:06:34
the area of AI. In fact, our
Dean, Erika James, just yesterday announced a major new initiative
called the Wharton Initiative for
00:06:41
AI and Analytics. And we're
basically really pushing hard on what we know and what we can do
to support business decision
00:06:50
making. But AI here, as I think
both, you know, a risk and an enormous upside potential, in
that the risk is as we use more
00:07:02
and more complex algorithms and
technology, that gap that I mentioned earlier between
decision making and the analyst
00:07:09
is only risking to grow even
larger, because now basically the decision makers have even a
looser grasp of what these
00:07:16
techniques can do and what they
are about. And the people who are technical become so
technical, they now lack, you
00:07:21
know, a link to the business and
maybe domain expertise that can help them be good partners for
the leaders who are making
00:07:28
decisions. So that's the risk
part. But the upside potential is enormous. I think we are
going to benefit in a million
00:07:36
different ways from AI to
improve our decision making, by automating decisions in a much
smarter way, by providing tools
00:07:44
that can help support human
expert's decisions, and making sure that the scarce expertise of
our human professionals is used
00:07:55
for the cases where that
expertise can really move the needle, and leave the rest to AI.
- And
00:08:01
the goal is still the same from
the company's perspective. They're looking for the best
outcome they can, you know,
00:08:07
create, but you're going about
it in a much more advanced way with all of these different
components kind of in the mix
00:08:14
now. - Yeah, for sure. AI is not going
to tell you what you want, and what you should want. AI is
going to just help you get
00:08:19
there. So we still need the
leadership, we still need human expertise and creativity,
imagination to think about what
00:08:26
the future might look like.
- Does that then kind of take us into the
discussion a little bit about
00:08:31
what AI is going to mean for
companies moving forward? Obviously, there's a lot of
discussion about AI replacing
00:08:38
humans. But it seems like more
and more, a lot of people are coming around to the fact that
AI will be complementary to
00:08:44
humans. - It will be both them. But I
think that a lot of the conversations around AI have
this tone of human replacement,
00:08:51
human or AI. Can we develop
AI systems that emulate human capabilities? And the assumption
of doing that, essentially, is
00:08:58
to say, well, once we have the
AI system that can do what the human does, maybe we don't need
a human anymore. And I argue
00:09:04
that business schools can play
an important role to complement that perspective with a
different one, which is what
00:09:12
kinds of AI systems do we need
to complement and augment human experience and human expertise?
So instead of thinking about
00:09:19
human or AI, can we think about
human and AI? For example, we just started a course here.
I'm teaching a course at Wharton
00:09:26
called "AI In Our Lives." And the
whole point is exactly to do that and think about, what can AI
do, and how do we benefit from
00:09:34
that? And then what is it that
humans do incredibly well, and how do we design an AI system to
support that?
00:09:40
- I would imagine that when you
look at the component of the decision process that will
go on, you're talking about
00:09:49
things that can impact top to
bottom, up and down the corporate ladder in terms of all kinds of
different decisions that may
00:09:56
come into play. - Yeah, of course. In different
functions, at different levels in the organization. And, you
know, one point that we make in
00:10:04
the book is that every decision
making -- maker needs to consider what decisions are mine to make,
and not worry about those are
00:10:12
not yours to make. And of
course, you can lobby, you can try to influence and bring, you
know, issues to the table for
00:10:19
those who make those decisions.
But you should primarily focus on the decision you need to make
and then find out how technology
00:10:26
and data can help you making
those decisions. - One of the other areas you talk about
in the book are the
00:10:32
decisions that end up having an
impact either in the area of costs or the area of benefits.
And I guess there's a dynamic of
00:10:41
how that decision process will
end up impacting the thought of the investment that a company
may make, but obviously, the
00:10:48
longer term benefit along the
way as well. - Right, and that stems from the
vision of the leadership, of
00:10:53
course, what it is that we're
trying to pursue. I think AI is one of those technologies, and
analytics more broadly, that
00:11:00
enables companies to think in
different ways about the benefit that it can reap. Some of it might
be efficiency. So it could be
00:11:07
mostly a matter of making things
smoother, better, reducing risks, and reducing costs, and managing
things that way. But there is
00:11:15
also a different way of thinking
of it, and say how do we make things better and more
effective? And perhaps not just
00:11:21
say, how do we do what we do now
better, but to think bigger and think about what is it that we
are not currently doing that we
00:11:28
could be doing. And that I
think is the real potential of of data and AI. - For people who read the book,
what do you hope is the message
00:11:36
that's delivered to them? - We end with this message, and
I think it is really the key, key
00:11:42
thing, I believe, which is
ultimately data and analytics, they attract a lot of attention.
They are sexy, shiny objects,
00:11:49
and they are, you know,
interesting problems. They can also be scary and complicated, and
all of that. So it's not
00:11:56
surprising that so much
attention is dedicated to them. But we never need -- we should
never forget that data and
00:12:02
algorithms are a means to an
end. What matters in the end is the decisions that we make.
00:12:08
- This is the book, <i>Decision-
Driven Analytics. </i>Where can people pick it up right now?
00:12:13
- On Amazon or any other platform
where you buy your books, or at the Penn store.
00:12:18
- Stefano, great to talk to you.
Thanks very much for your time. Stefano Puntoni from here at
the Wharton School. And again,
00:12:23
the book, <i>Decision-Driven
Analytics.</i> - Thank you for listening to the Ripple Effect.
We hope you found this episode
00:12:30
informative and engaging. Don't
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to bring you the best insight
00:12:37
from the Wharton School.