【英文】:IBM商业价值研究院报告：AI时代的CEO决策（27页）

It’s not that data doesn’t matter. These CEOs  emphasize that clear metrics drive outcomes from  investor confidence to regulatory compliance to  employee recruitment. But they are not looking  solely at the numbers. In fact, they are far more  likely than CEOs overall to use a broad range of  planning approaches, including forecasting and  modeling, scenario-based planning, benchmarking,  and data mining. Lawrence Lam, CEO of Prudential  Hong Kong, describes his approach: “We make data  work for us, not vice versa. Our corporate focus is  customer centricity so the right mindset about data  is built on customer centricity—knowing what  customer pain points we want to solve, what data is  relevant to drive that transformation, and where  that data is available or not.” 

CEO Fernando González of Mexico-based building  materials giant Cemex explains how he approaches  different types of decision-making: “The orthodox  response is that decisions should be data-driven.  In many situations, this works. You adjust plant  operations based on data—for example, an oven  temperature should be based on data, not opinion.  But in other situations, it is not as clear-cut. For  example, deciding on an investment requires data  but also other variables. How much do I trust the  source of the information? Is the criteria behind the  data correct? There are other reasons besides data  behind some of my decisions—and I need to know  when enough data is enough.”