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PROFILE
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VIDEOS
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Tom Davenport - Speaker Profile
Tom Davenport is the President’s Distinguished Professor of Information Technology and Management at Babson College, co-founder of the International Institute for Analytics, fellow of the MIT Initiative for the Digital Economy, and a senior advisor to Deloitte Analytics.
One of HBR’s most frequently published authors, Davenport has been at the forefront of the process innovation, knowledge management, and analytics and big data movements. He pioneered the concept of “competing on analytics” with his 2006 HBR article and his 2007 book by the same name. Since then, he has continued to provide cutting-edge insights on how companies can use analytics and big data to their advantage, and then on artificial intelligence. Davenport’s book, co-authored with Julia Kirby, “Only Humans Need Apply: Winners and Losers in the Age of Smart Machines” offers tangible tools for individuals who need to work with cognitive technologies. In his latest book, “The AI Advantage: How to Put the Artificial Intelligence Revolution to Work,” he provides a guide to using artificial technologies in business.
HBR editors highlighted Davenport’s latest ideas in the “10 Must Reads 2017: The Definitive Management Ideas of the Year” and again in the 2019 issue. One of his articles is also in the new “10 Must Reads on AI, Analytics, and the New Machine Age.” Davenport was also named one of ten “Top Voices” by LinkedIn–in 2016 for education and in 2018 for technology. He has also been named one of the top three business/technology analysts in the world, one of the 100 most influential people in the IT industry and one of the world’s top 50 business school professors by Fortune magazine. He has written or edited 20 books and over 250 print or digital articles for Harvard Business Review (HBR), Sloan Management Review, the Financial Times, and many other prestigious publications.
Davenport earned his doctorate from Harvard University and has taught at the Harvard Business School, the University of Chicago, the Tuck School of Business, Boston University and the University of Texas at Austin.
One of HBR’s most frequently published authors, Davenport has been at the forefront of the process innovation, knowledge management, and analytics and big data movements. He pioneered the concept of “competing on analytics” with his 2006 HBR article and his 2007 book by the same name. Since then, he has continued to provide cutting-edge insights on how companies can use analytics and big data to their advantage, and then on artificial intelligence. Davenport’s book, co-authored with Julia Kirby, “Only Humans Need Apply: Winners and Losers in the Age of Smart Machines” offers tangible tools for individuals who need to work with cognitive technologies. In his latest book, “The AI Advantage: How to Put the Artificial Intelligence Revolution to Work,” he provides a guide to using artificial technologies in business.
HBR editors highlighted Davenport’s latest ideas in the “10 Must Reads 2017: The Definitive Management Ideas of the Year” and again in the 2019 issue. One of his articles is also in the new “10 Must Reads on AI, Analytics, and the New Machine Age.” Davenport was also named one of ten “Top Voices” by LinkedIn–in 2016 for education and in 2018 for technology. He has also been named one of the top three business/technology analysts in the world, one of the 100 most influential people in the IT industry and one of the world’s top 50 business school professors by Fortune magazine. He has written or edited 20 books and over 250 print or digital articles for Harvard Business Review (HBR), Sloan Management Review, the Financial Times, and many other prestigious publications.
Davenport earned his doctorate from Harvard University and has taught at the Harvard Business School, the University of Chicago, the Tuck School of Business, Boston University and the University of Texas at Austin.
Tom Davenport - Speaking Topics
Tom Davenport is an engaging and thought-provoking speaker who has delivered keynotes and event speeches for leading companies around the world.
Tom travels the world to provoke, stimulate and equip audiences with the cutting edge ideas, strategies and best practices proffered in his books. A seminal force in transforming business practices, he engenders change leadership through his ability to make even the most complex and sophisticated concepts accessible and applicable. His speaking topics cover a wide range of current – and future – topics critical to the mission of any successful business, although in recent years he has primarily spoken on analytics and decision-making.
Four Eras of AnalyticsThere have been four different approaches for applying analytics to business over the last half century. Some organizations still practice Analytics 1.0 (the artisanal era), while others are actively pursuing Analytics 4.0 (the cognitive era). Each era requires different management of both analytics and the underlying data. In this presentation, Tom Davenport describes the attributes of each era, the drivers of change, and the valuable lessons that each era provides. He provides examples of 3.0 and 4.0 organizations (in healthcare and other industries) and the business, technology and human issues with which they are wrestling.
The Cognitive CorporationCognitive technologies, also known as artificial intelligence, offer the possibility of new and potentially disruptive opportunities to many businesses today. A growing number of firms are already achieving significant benefits and are building ongoing capabilities to develop and use these technologies. In this presentation, Tom Davenport describes the constellation of cognitive technologies and some of the most prominent enterprise use cases for each. He contrasts “moon shot” projects with “low hanging fruit” uses of AI that are much likely to be successful. He also discusses the strategies and steps companies can take to incorporate cognitive capabilities into their businesses. Examples of successful early adopters make tangible the potential of this important new factor in competitive success.
Making Different — and Better — DecisionsIn this talk, Tom Davenport describes the results from his most recent research study on the new landscape of decision-making. He argues that recent decision failures mean that organizations need to systematically examine their approaches to making key decisions. He defines how organizations improve decisions through:
Competing on AnalyticsCompanies have long used business intelligence for specific applications, but these initiatives were too narrow to affect corporate performance. Now, leading firms are basing their competitive strategies on the sophisticated analysis of business data. Instead of a single application, they are building broad capabilities for enterprise-level business analytics and intelligence. These strategies are driven by senior executives who insist on fact-based decisions. In this talk, Tom Davenport describes his recent research on firms that compete on the basis of their analytical prowess and provides guidelines for adopting similar approaches.
Tom travels the world to provoke, stimulate and equip audiences with the cutting edge ideas, strategies and best practices proffered in his books. A seminal force in transforming business practices, he engenders change leadership through his ability to make even the most complex and sophisticated concepts accessible and applicable. His speaking topics cover a wide range of current – and future – topics critical to the mission of any successful business, although in recent years he has primarily spoken on analytics and decision-making.
Four Eras of AnalyticsThere have been four different approaches for applying analytics to business over the last half century. Some organizations still practice Analytics 1.0 (the artisanal era), while others are actively pursuing Analytics 4.0 (the cognitive era). Each era requires different management of both analytics and the underlying data. In this presentation, Tom Davenport describes the attributes of each era, the drivers of change, and the valuable lessons that each era provides. He provides examples of 3.0 and 4.0 organizations (in healthcare and other industries) and the business, technology and human issues with which they are wrestling.
The Cognitive CorporationCognitive technologies, also known as artificial intelligence, offer the possibility of new and potentially disruptive opportunities to many businesses today. A growing number of firms are already achieving significant benefits and are building ongoing capabilities to develop and use these technologies. In this presentation, Tom Davenport describes the constellation of cognitive technologies and some of the most prominent enterprise use cases for each. He contrasts “moon shot” projects with “low hanging fruit” uses of AI that are much likely to be successful. He also discusses the strategies and steps companies can take to incorporate cognitive capabilities into their businesses. Examples of successful early adopters make tangible the potential of this important new factor in competitive success.
Making Different — and Better — DecisionsIn this talk, Tom Davenport describes the results from his most recent research study on the new landscape of decision-making. He argues that recent decision failures mean that organizations need to systematically examine their approaches to making key decisions. He defines how organizations improve decisions through:
- Different opinions and dissent in the decision process
- Different alternatives, such as the wisdom of crowds
- Findings from neuroscience and behavioral economics
- Different blends of analytics and intuition
- Different relationships between analysts and decision-makers
Competing on AnalyticsCompanies have long used business intelligence for specific applications, but these initiatives were too narrow to affect corporate performance. Now, leading firms are basing their competitive strategies on the sophisticated analysis of business data. Instead of a single application, they are building broad capabilities for enterprise-level business analytics and intelligence. These strategies are driven by senior executives who insist on fact-based decisions. In this talk, Tom Davenport describes his recent research on firms that compete on the basis of their analytical prowess and provides guidelines for adopting similar approaches.
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