We used tens of thousands of simultaneous computers to search
every keystroke on Google over five years to create an algorithm to prt;?ict flu outbreaks," Dr. Larry recalls. The resulting algorithm identifies flu outbreaks within a day, compared with the two weeks typically takes the CDC to notice hot spots for the disease based :1 reports from physicians.
Big data software analyzes voluminous amounts of information;
;ing Google data to spot flu outbreaks was one of the early appli ttions of big data to a mob-what's become known as "collective ttelligence." Big data lets us know where the collective attention ICUSeS.
The uses are endless. For instance, analyzing who connects to hom-via calls, tweets, texts, and the like-surfaces the human rve system of an organization, mapping connectivity. Hypercon cted folks are typically the most influential: an organization's so al connectors, knowledge holders, or power brokers.
Among the multiplying commercial applications for big data: mobile phone company used the methodology to analyze the tlls its customers made. This identified "tribal leaders," individu s who got and made the largest number of connections to a small nnity group. The company found that if such a leader adopted new phone service the company offered, those in the tribe were lghly likely to do so, too. On the other hand, if the leader dropped te phone service for another, the tribe would be likely to follow.
"The focus of organizational attention has been on internal in
rmation," Thomas Davenport, who tracks the uses of big data,
•ld me. "We've squeezed about as much juice from that fruit as we m. So we've turned to external information-the Internet, cus omer sentiment, supply chain risk, and the like."
Davenport, formerly director of the Accenture Institute for Stra gic Change, was on the faculty at Harvard Business School when e spoke. He added, "What we need is an ecological model, where m survey the external information environment-everything tppening in a company's surround that might impact it."
We used tens of thousands of simultaneous computers to search
every keystroke on Google over five years to create an algorithm to prt;?ict flu outbreaks," Dr. Larry recalls. The resulting algorithm identifies flu outbreaks within a day, compared with the two weeks typically takes the CDC to notice hot spots for the disease based :1 reports from physicians.
Big data software analyzes voluminous amounts of information;
;ing Google data to spot flu outbreaks was one of the early appli ttions of big data to a mob-what's become known as "collective ttelligence." Big data lets us know where the collective attention ICUSeS.
The uses are endless. For instance, analyzing who connects to hom-via calls, tweets, texts, and the like-surfaces the human rve system of an organization, mapping connectivity. Hypercon cted folks are typically the most influential: an organization's so al connectors, knowledge holders, or power brokers.
Among the multiplying commercial applications for big data: mobile phone company used the methodology to analyze the tlls its customers made. This identified "tribal leaders," individu s who got and made the largest number of connections to a small nnity group. The company found that if such a leader adopted new phone service the company offered, those in the tribe were lghly likely to do so, too. On the other hand, if the leader dropped te phone service for another, the tribe would be likely to follow.
"The focus of organizational attention has been on internal in
rmation," Thomas Davenport, who tracks the uses of big data,
•ld me. "We've squeezed about as much juice from that fruit as we m. So we've turned to external information-the Internet, cus omer sentiment, supply chain risk, and the like."
Davenport, formerly director of the Accenture Institute for Stra gic Change, was on the faculty at Harvard Business School when e spoke. He added, "What we need is an ecological model, where m survey the external information environment-everything tppening in a company's surround that might impact it."
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