Media Coverage

[University of Pittsburgh Prof. Dave] Lebel says research has found that it can be easier to ask for help when you turn it into advice seeking. In a study published in the June 2015 issue of Management Science, researchers from Harvard Business School and Wharton School at the University of Pennsylvania found that advice-seeking differs from other help-seeking behaviors because you’re eliciting information for a course of action, retaining the decision-making process, and implying that the values of the advice seeker is similar to the adviser.

"Asking for a recommendation can feel flattering to the other person," says Lebel.

Analytics may be a young profession but it is taking off, and its growth is evident in the rapid increase in analytics patents that have been granted by the U.S. Patent Office. As an analytics professional, you may find that patents play an important part in your life -- the 40-plus patents that we co-invented at IBM were front and center for us.

Knowing the patenting process can be important for you and your company’s success, protecting your most valuable work. And if you want to learn about advanced analytics, the patent literature is an important source of information.

In a study we wrote with Troy White of Clarkson University that has just been published in the INFORMS journal Interfaces, we examined keywords relevant to descriptive, predictive, and prescriptive analytics found in U.S. patents that were issued between 2002 and 2013.

Practically, I was trained as an engineer. My degrees are all in operations research, not in economics. I gravitated to economics because I'm interested in how people coordinate and collaborate with each other. Economics studies all the ways people get along with each other.

Imagine an elite professional services firm with a high-performing, workaholic culture. Everyone is expected to turn on a dime to serve a client, travel at a moment’s notice, and be available pretty much every evening and weekend. It can make for a grueling work life, but at the highest levels of accounting, law, investment banking and consulting firms, it is just the way things are.

Except for one dirty little secret: Some of the people ostensibly turning in those 80- or 90-hour workweeks, particularly men, may just be faking it.

Many of them were, at least, at one elite consulting firm studied by Erin Reid, a professor at Boston University’s Questrom School of Business. It’s impossible to know if what she learned at that unidentified consulting firm applies across the world of work more broadly. But her research, published in the academic journal Organization Science, offers a way to understand how the professional world differs between men and women, and some of the ways a hard-charging culture that emphasizes long hours above all can make some companies worse off.