A Quote by Todd Young

Part of my responsibility as an officer was to oversee a team of analysts charged with synthesizing all of the data points on the map to see how one related to another. By bringing those data points together, a broader picture could be drawn and a strategy developed to counter the existing threat.
We use nearly 5 thousand different data points about you to craft and target a message. The data points are not just a representative model of you. The data points are about you, specifically.
Evolving technologies that allow economists to gather new types of data and to manipulate millions of data points are just one factor among several that are likely to transform the field in coming years.
Election losses are always an inkblot test for partisans. If a candidate's defeat has no clear and obvious cause, if the data points are all over the map, it is easy for those on the sidelines to claim, 'Candidate X would have won if only he or she had been more like... me.'
There is a reasonable concern that posting raw data can be misleading for those who are not trained in its use and who do not have the broader perspective within which to place a particular piece of data that is raw.
Let's look at lending, where they're using big data for the credit side. And it's just credit data enhanced, by the way, which we do, too. It's nothing mystical. But they're very good at reducing the pain points. They can underwrite it quicker using - I'm just going to call it big data, for lack of a better term: "Why does it take two weeks? Why can't you do it in 15 minutes?"
It's easy for me to see how a business proposition is going to play out, or who our next-generation competitors are, from taking this data point from this customer and another data point from another customer... and jump to Z.
I can't ever remember being struck by lightning when making a big decision. It's always about taking in more and more data points and making tack adjustments as you figure it out. I call customers, suppliers, industry analysts and try to get as much information as possible.
The biggest mistake is an over-reliance on data. Managers will say if there are no data they can take no action. However, data only exist about the past. By the time data become conclusive, it is too late to take actions based on those conclusions.
A conspiracy theorist is a person who tacitly admits that they have insufficient data to prove their points. A conspiracy is a battle cry of a person with insufficient data.
From the rocket we can see the huge sphere of the planet in one or another phase of the Moon. We can see how the sphere rotates, and how within a few hours it shows all its sides successively ... and we shall observe various points on the surface of the Earth for several minutes and from different sides very closely. This picture is so majestic, attractive and infinitely varied that I wish with all my soul that you and I could see it.
I say I write extrapolations. I look at data points and ask what the world could look like.
We're called conspiracy theorists because we see this cabal right in front of us. We're able to aggregate these data points and show what was really going on.
Our ubiquitous mobile access has made time and location important data points in how businesses can now be built and managed.
What makes me a selfish player? Because I shoot the ball? I'm supposed to shoot the ball. That's how you score points. Those points go on the scoreboard for the whole team.
Go out and collect data and, instead of having the answer, just look at the data and see if the data tells you anything. When we're allowed to do this with companies, it's almost magical.
The first wave of the Internet was really about data transport. And we didn't worry much about how much power we were consuming, how much cooling requirements were needed in the data centers, how big the data center is in terms of real estate. Those were almost afterthoughts.
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