A Quote by Joe Lonsdale
The Pentagon should use data to guide financial decision-making.
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Every day we go over data and use science and data to drive policy and decision-making.
Look, for some players, pot odds should guide your decision making.
I think that there are certain principles which should guide decision-making for a president. One such principle was that we're all God's children, and every life is precious. To me, that's a moral statement.
What I learned from my work as a physician is that even with the most complicated patients, the most complicated problems, you've got to look hard to find every piece of data and evidence that you can to improve your decision-making. Medicine has taught me to be very much evidence-based and data-driven in making decisions.
Nobody should try to use data unless he has collected data.
You have to be willing to have the decision-making follow the data.
I was a part of the decision-making in the Pentagon, when I was the undersecretary for intelligence, to start CYBERCOM, both as a sub-unified command and under a dual-hat arrangement. That was never intended to be permanent in any event.
This was not a decision made with the Israelis. This was a decision by the president for the American people. And so, it was a decision that we all said Jerusalem should be the capital and the embassy should be there. This decision should not weigh in on the peace process.
Disruptive technology is a theory. It says this will happen and this is why; it's a statement of cause and effect. In our teaching we have so exalted the virtues of data-driven decision making that in many ways we condemn managers only to be able to take action after the data is clear and the game is over. In many ways a good theory is more accurate than data. It allows you to see into the future more clearly.
The fine art of executive decision consists in not deciding questions that are not now pertinent, in not deciding prematurely, in not making decision that cannot be made effective, and in not making decisions that others should make.
Watson augments human decision-making because it isn't governed by human boundaries. It draws together all this information and forms hypotheses, millions of them, and then tests them with all the data it can find. It learns over time what data is reliable, and that's part of its learning process.
If you're going to decide to run a data-driven campaign, decision-making has to follow it.
With customers' permission, fintech firms have increasingly turned to data aggregators to 'screen scrape' information from financial accounts. In such cases, data aggregators collect and store online banking logins and passwords provided by the bank's customers and use them to log directly into the customer's banking account.
There's definitely a huge opportunity for businesses to transform their operations and decision making by using data.
We are all trained to be data driven people, but no hard data exist about the future. Therefore, the only way to look into the future with any degree of accuracy is to use theory, statements of what causes what and why. If executives have the right theories in their heads, they can very quickly interpret market developments. They can identify what matters and why, and act accordingly. So we suggest decision-makers should start by gaining a deep understanding of the relevant collection of theories, and then be alert for signals that indicate certain types of developments.
I think it's very, very important that in foreign policy and national security decision making, as in any other realm, that there be a range of diversity that reflects the full complexity of America. We should draw on those experiences to inform our decision making.
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