• Which one of those 6 signatures (starting on page 63) do you believe would be the most powerful within your organization, given your culture and how work gets done? Describe why.
  • (Ideation, efficiency, innovation, silos, vulnerability, influence)
• The authors go on to say that capturing your company's "digital exhaust" is critical to developing a database that would be actionable for performance management. They point to the fact that it is less biased, since it is a passive collection. Also, behaviors can be distinguished as far as relevance and perhaps most helpful is the fact that the data collected is always updated, so it is timely. Given these rather compelling advantages, would you lead an initiative, or help with an initiative at your organization to implement relational analytics? If so, why? And if not, why not?
• Consumer privacy has been a hot topic for some time, and frankly I am glad that employees as well as private citizens have raised their awareness of what data organizations possess about them, and what those organizations are doing with that data. The authors suggest on page 77, a number of ways to deal with those privacy concerns. The first level is least likely to raise employee concern. However the 2^nd and the 3^rd levels may "raise the temperature" a bit, or quite a bit. If your company was implementing the highest level of relational analytics, paired with machine learning, what would you recommend to executive leadership to do, to deal with the understandable employee privacy concerns?