van Rijmenam, Mark. Journal of Disruptive Technology, Vol 13(1), Jun 2022, X-XX


Examined in this paper was how the seamless synergies and collaborative work of deft leaders, data analysts (DA), data scientists (DS) and information analysts (IA) used analytics to glean important data from the big datasets for profit. Various archetypes of deft leadership styles from previous chapters were used to illustrate this phenomenon: a) bad or dysfunctional, b) collective, c) situational, d) transformational, e) transactional, f) trait approach to deft leadership. Question for learners: what would be the consequences of deft leaders in organizations not adroitly and radically changing and adapting to the newly evolving internet platforms? Embedded within these platforms were the internet of things (IoT) and the industrial internet of things (IIoT). Vignettes were used to explain why deft leaders should form teams of managers of DA, DS, and IA to adopt these newly platforms due to the ever-changing technological business environments and pathways. Explained within the contemporary realm of thought of the data scientists, statistical models were examined and how it inextricably intertwined with the organizational profit. The computational cost, high dimensionality, incidental endogeneity, noise accumulation and spurious correlation were linked to profit with the collaborativeness of the DA, DS, and IA. The findings revealed that without the managerial teams of DA, DS and IA collaborating and reporting pertinent gleaned data analysis from big data to the deft leaders within actionable real-time, the trajectory showed that the business will cease to exist. The recommendation was for deft leaders to quickly adjust with dexterity to the ever-changing technological pathways based on the brutal reality within the global terrain.

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