This week discussion will focus on how leaders or team managers decipher variable costs and the limitations of the disruptive components of Big Data. There is limitation on to the insights of the “important data” gleaned from complex, structured and unstructured data that have resulted in about 75 percent of data ultimately becoming useless after 80 days (Leigh, 2013; Tamm-Daniels, 2013). Not only that the overwhelming data collated by DA, DS, IA, OT and IM does become unusable, the limitation are equally intertwined with the analysts, leader’s and manager’s emotional intelligent, intuitiveness, and above all, their prejudice experiences leading to whether or not the data will be skewed subliminally into achieving set organizational objective. Because the raison d’etre of any organization is to maximize profit. There is also this scalable hurdle to jump such as the Information Governance, Sarbanes-Oxley compliance now extended to the use of big data that was initially connected with certifying the accuracy of financial statements under Section 302, “Corporate responsibility and Financial Reports” (Eaton, and et al, 2012; Jarausch and Hardy, 1991). These variables are direct or indirect costs that needed to be implicitly measured in terms of ROI with respect to IoT and IIoT. And the aforementioned will be the topic of examination and lecture this week. Also read more about this discussion inside here at http://tinyurl.com/nky952l
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