Kent Beck Quotes

If you're going to decide to run a data-driven campaign, decision-making has to follow it.

It amazes me how people are often more willing to act based on little or no data than to use data that is a challenge to assemble.

You have to be willing to have the decision-making follow the data.

Early in a startup, product decisions should be hunch driven. Later on, product decisions should be data driven.

Intuition becomes increasingly valuable in the new information society precisely because there is so much data.

Facts are the air of scientists. Without them you can never fly.

The world is now awash in data and we can see consumers in a lot clearer ways.

The reality is the Lean Startup method is not about cost, it is about speed. Lean startups waste less money, because they use a disciplined approach to testing new products and ideas.

Data helps solve problems.

Start-ups should be hunch-driven early on and data-driven as they scale.

Now we teach our leaders that it's your job to put in the systems that enable your people to run your experiments fast and cheap and to keep making them faster and cheaper. Yield as many of your decisions off to the experiment as possible.

The answers to today's most important scientific, business, and social problems lie in data.

Passion provides purpose, but data drives decisions.

We know now data is so powerful, and you can learn so much about yourself and creating product with data.

Data drives success. That is how we began our success with eSpeed. It was always based on the data.

The conclusion of design flows naturally from the data; we should not shrink from it; we should embrace it and build on it.

Scientific data are not taken for museum purposes; they are taken as a basis for doing something. If nothing is to be done with the data, then there is no use in collecting any. The ultimate purpose of taking data is to provide a basis for action or a recommendation for action. The step intermediate between the collection of data and the action is prediction.

But what I would say to my successor is that it is important not just to shoot but to aim. And it is important, in this seat, to make sure that you're making your best judgments based on data, intelligence, the information that's coming from your commanders and folks on the ground and you're not being swayed by politics.

Start with something simple and small, then expand over time. If people call it a 'toy' you're definitely onto something.

No great marketing decisions have ever been made on qualitative data

Bosses and leaders everywhere should cherish the people who bring them bad news, disappointing data or hard problems.

I think data is incredibly powerful for understanding what people are thinking and for allocating resources.

I'm a very good decision maker because I have core set of principles and so I can make decisions. Decisions can be very hard and you have to wrestle with them, but I'm able to get all the data on the table and figure out what would be the best decision because decisions mean ill for some people and mean positives for others.

Data are becoming the new raw material of business.