Since the Great Recession in 2008, startups have become a major force in society. Today’s entrepreneurial culture — with lower financial barriers to launching a business and people’s increasing desire for flexibility, freedom, and purpose in their work — has bred a whole generation of young companies that have quickly scaled and revolutionized a wide range of industries. A number of those companies, like Airbnb and Uber, have achieved explosive growth and evolved into bonafide conglomerates in recent years.
Meanwhile, older organizations looking to remain relevant and thrive are striving to figure out the practices that allow these startups to excel — and how their corporations can adopt them in order to catch up.
For many people, data feels like an avalanche of information. No matter how proficient we are with Excel, statistical software, SQL, or Google Analytics, it’s often tough to know where and how to take your first steps. Should you create a chart? Should you try to find a correlation between the trend you’re observing and revenue? How do you know whether your findings are statistically significant—and for that matter, what the heck is statistical significance?
At the end of the day, these questions are less intimidating than they seem. Data is a tool that human beings created for other human beings. As a result, it’s up to you to create your own constraints for analysis. You choose your terms. You choose the questions you want to answer. You choose the techniques that you want to deploy. You’re in control.
Here are three tips to help you wrangle your next report.
If you’re experiencing fatigue at least five days a week, hypersensitivity to everything office-related, including timecards and long meetings, and nausea at the thought of staying at your current job any longer… then you’re probably suffering from what I call a “corporate allergy.”
Unfortunately, this sort of allergy isn’t relieved so simply as popping a few Claritin. If you’re in this position, don’t worry (I’ve been there, and help clients through similar situations every day). It’s just time to get clear about what to do next.
Prior to enrolling in the Business Fundamentals and Tactics program at GA, I was working at Condé Nast as an editor at Epicurious.com and Gourmet.com. I was also running my site, Just a Taste, part-time.
What brought you to GA?
I was inspired to enroll in the Business Fundamentals and Tactics program at GA because I wanted to transform my site from a part-time hobby to a full-time business. I come from the creative side and never felt like I had learned the basic business principles to make it happen, so I enrolled in what I viewed as “business bootcamp” at GA. The program was informative, inspiring and empowering.
During my six years at JP Morgan, I served in a number of roles in the Asset Management and Investment Bank lines of business, from Server-Side Java Developer, Production Support Analyst, to Technical Business Analyst.