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Breaking Away TOP

The whole movie, indeed, is a delicate balancing act of its various tones: This movie could have been impossible to direct, but Yates has us on his side almost immediately. Some scenes edge into fantasy, others are straightforward character development, some (like the high school quarterback's monolog about his probable future) are heartbreakingly true. But the movie always returns to light comedy, to romance; to a wonderfully evocative instant nostalgia.

Breaking Away

Companies in the breakaway group are twice as likely as their peers to report that their leadership team is completely aligned on an analytics vision and strategy (Exhibit 2). Within these companies, senior leadership has set the clear goal of integrating analytics not just into certain business units and functions but across all operations. As a result, breakaway companies are 3.5 times more likely than their peers to be applying analytics to three or more functional areas.

Breakaway companies also understand the importance of securing buy-in even further down the corporate ladder. Fifty-seven percent of the breakaway group report that their middle management fully believes becoming an analytics-driven organization is imperative to staying relevant and competitive, a figure nearly twice that of other respondents.

Breakaway companies spend more than other organizations on analytics, and they plan to increase these investments further. Two-thirds of breakaway companies (versus only 5 percent of other respondents) already spend more than 25 percent of their IT budgets on analytics, a category that can include a long list of analytics-related expenditures such as data, technology, analytics talent, and embedding analytics into business-process workflows. And the breakaway group intends to double down by increasing that funding significantly in the future, with 75 percent reporting plans to boost their analytics spending, compared with only 33 percent of other respondents planning to do so.

Breakaway organizations are 2.5 times more likely than their peers to report having a clear data strategy and twice as likely to report strong data-governance practices that allow them to identify and prioritize data (Exhibit 3).

Breakaway companies are 2.5 times more likely than other respondents to have a clear methodology for developing analytics models, interpreting insights, and deploying the new capabilities that they build.

We find that companies with leading analytics programs not only focus on model development through their methodologies but also work to continuously maintain and upgrade models as part of a sophisticated model-management function. Many breakaway companies constantly test and upgrade the quality and performance of analytics models using a challenge and test approach that pits existing data sources and algorithms against new and potentially better alternatives. Breakaway companies are twice as likely as others to employ this approach.

Breakaway companies are also more likely to use sophisticated analytics techniques, such as reinforcement learning and deep learning, which can provide a substantial lift in value over using more traditional analytics approaches. McKinsey Global Institute research shows, for example, that using more sophisticated deep-learning techniques for next-product-to-buy recommendations can potentially double the value they provide.

Breakaway companies are 1.5 times more likely than their peers to have deep functional expertise in the areas of data science, data engineering, data architecture, and analytics transformation. In purely numeric terms, they are 2.5 times more likely than other companies to employ more than 25 analytics professionals per 1,000 full-time equivalents (FTEs). This difference is even more dramatic among respondents in certain industries. For example, breakaway retail companies are seven times more likely to have 50 or more analytics professionals per 1,000 FTEs (the industry average is closer to 20 per 1,000 FTEs) than the rest of retail respondents.

Breakaway companies also source and keep scarce talent by creating well-defined roles and career paths that are specifically designed for analytics professionals, as opposed to being retrofitted from other roles in the organization. Some companies have created dual career tracks (for example, technical and managerial) and rotational programs that cycle analytics talent through both business and technical roles.

Nearly 60 percent of breakaway organizations use cross-functional teams, versus less than a third of the remaining respondents that do so. These teams are made up of highly committed business representatives, analytics translators, user-experience design experts, data engineers, and data scientists who are often encouraged to work together in agile teams. And the diversity of their membership helps mitigate the risk of creating another isolated silo (such as design, digital) as the company builds its analytics capabilities. The result: high-impact, end-to-end analytics use cases.

Companies of all industries and sizes can upgrade the scope and impact of their analytics by applying the lessons from our breakaway companies in each of these nine areas. However, the most important takeaway from this research might be found in the one area in which even some breakaway companies are still falling short: bridging the last mile.

A second extra audio track carries a commentary with star Dennis Christopher, who relates his story and the story of the making of the film with the prompting of Twilight Time's Nick & Nora host couple, Nick Redman and Julie Kirgo. They run out of ways to praise the film as well. A trailer is included as well as two TV spots, and Julie Kirgo's essay continues the praise while pointing out that Tesich and Yates' film acknowledges the oft-denied existence of a Class System in America. I hope I haven't explained too much about the film or given away any surprises, as Breaking Away is better experienced than read about. In the 'family' category, it will be an instant favorite.

Most important, we can move away from vague definitions of good diplomacy in exchange for defined examples we aspire to replicate. We can identify rules and regulations in the FAM/FAH that preserve the biases that hurt our efforts to become an expert, professional diplomatic corps; and we can advocate for changes to these rules.

Routine monitoring from satellites offers unparalleled views of events happening in remote regions and show how ice shelves are actively responding to changes in ice dynamics, air and ocean temperatures. In February 2021, another giant berg, around 1270 sq km, broke off from the northern section of Brunt. Spotted by Sentinel-1 imagery, it has already drifted away from the Brunt Ice Shelf into the Weddell Sea.

With Bass nailing two deep 3-pointers and sophomore Trinity Wheeler attacking the basket for a pair of field goals, Wapato bolted away with a 12-1 blitz that settled this one. Wheeler and freshman Deets Parrish pitched in triples in the final period and Jadyn Johnson came off the bench for five points. With 2:35 left in the game, Wapato led by 18. 041b061a72

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