How Generative AI Can Support Advanced Analytics Practice
MIT Sloan Management Review|Summer 2024
Large language models can enhance data and analytics work by helping humans prepare data, improve models, and understand results.
Pedro Amorim and João Alves
How Generative AI Can Support Advanced Analytics Practice

THE GLARE OF ATTENtion on generative AI threatens to overshadow advanced analytics. Companies pouring resources into muchhyped large language models (LLMs) such as ChatGPT risk neglecting advanced analytics and their proven value for improving business decisions and processes, such as predicting the next best offer for each customer or optimizing supply chains.

The consequences for resource allocation and value creation are significant. Data and analytics teams that our team works with are reporting that generative AI initiatives, often pushed by senior leaders afraid of missing out on the next big thing, are siphoning funds from their budgets. This reallocation could undermine projects aimed at delivering value across the organization, even as most enterprises are still seeking convincing business cases for the use of LLMs.

However, advanced analytics and LLMs have vastly different capabilities, and leaders should not think in terms of choosing one over the other. These technologies can work in concert, combining, for example, the reliable predictive power of machine learning-based advanced analytics with the natural language capabilities of LLMs.

Considering these complementary capabilities, we see opportunities for generative AI to tackle challenges in the development and deployment phases of advanced analytics — for both predictive and prescriptive applications. LLMs can be particularly useful in helping users incorporate unstructured data sources into analyses, translate business problems into analytical models, and understand and explain models’ results.

In this article, we’ll describe some experiments we have conducted with LLMs to boost advanced analytics use cases. We’ll also provide guidance on monitoring and verifying that output, which remains a best practice when working with LLMs, given that they are known to sometimes produce unreliable or incorrect results.

This story is from the Summer 2024 edition of MIT Sloan Management Review.

Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.

This story is from the Summer 2024 edition of MIT Sloan Management Review.

Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.

MORE STORIES FROM MIT SLOAN MANAGEMENT REVIEWView All
Serve More Customers With Inclusive Product Design
MIT Sloan Management Review

Serve More Customers With Inclusive Product Design

Use these questions to empower teams to design products for more diverse populations.

time-read
7 mins  |
Summer 2024
A Tale of Two Hot Sauces: Spicing Up Diversification
MIT Sloan Management Review

A Tale of Two Hot Sauces: Spicing Up Diversification

The contrasting paths of two hot sauce manufacturers show that managing exposure on multiple fronts is essential.

time-read
4 mins  |
Summer 2024
How Generative AI Can Support Advanced Analytics Practice
MIT Sloan Management Review

How Generative AI Can Support Advanced Analytics Practice

Large language models can enhance data and analytics work by helping humans prepare data, improve models, and understand results.

time-read
10 mins  |
Summer 2024
To Navigate Conflict, Prioritize Dignity
MIT Sloan Management Review

To Navigate Conflict, Prioritize Dignity

Four interrelated practices can bolster dignity, leading to more constructive problem-solving and collaboration.

time-read
5 mins  |
Summer 2024
How AI Skews Our Sense of Responsibility
MIT Sloan Management Review

How AI Skews Our Sense of Responsibility

Research shows how using an Al-augmented system may affect humans' perception of their own agency and responsibility.

time-read
5 mins  |
Summer 2024
Return-to-Office Mandates: How to Lose Your Best Performers
MIT Sloan Management Review

Return-to-Office Mandates: How to Lose Your Best Performers

Your organization's highest-performing employees want executives to focus on outcomes and accountability, not office badge swipes.

time-read
8 mins  |
Summer 2024
The CEO's Cyber Resilience Playbook
MIT Sloan Management Review

The CEO's Cyber Resilience Playbook

What do CEOs who led through a serious cyberattack regret? Use this guide to learn from their experiences and take smarter actions before, during, and after an attack.

time-read
10+ mins  |
Summer 2024
Engineer Your Own Luck
MIT Sloan Management Review

Engineer Your Own Luck

Companies that modularize and externalize their best capabilities are in a strong position to seize unexpected opportunities.

time-read
10 mins  |
Summer 2024
Acing Value-Based Sales
MIT Sloan Management Review

Acing Value-Based Sales

To get the best returns on innovative products, collaborate with customers to define and share the commercial opportunity.

time-read
10+ mins  |
Summer 2024
Why Territorial Managers Stifle Innovation and What to Do About It
MIT Sloan Management Review

Why Territorial Managers Stifle Innovation and What to Do About It

Managers who feel insecure about their status tend not to encourage novel ideas from their employees. Fostering their identification with the organization can change this behavior.

time-read
8 mins  |
Summer 2024