Douglas W. Hubbard

Douglas Hubbard is a management consultant, speaker, and author in decision sciences and actuarial science. He is the inventor of the Applied Information Economics (AIE) method and founder of Hubbard Decision Research (HDR). He is the author of How to Measure Anything: Finding the Value of Intangibles in Business,[1] The Failure of Risk Management: Why It’s Broken and How to Fix It,[2] Pulse: The New Science of Harnessing Internet Buzz to Track Threats and Opportunities[3] and his latest book, How to Measure Anything in Cybersecurity Risk[4] (Wiley, 2016). Since 2017, two of his books have been on the required reading list for the Society of Actuaries exam prep. In addition to his books, Hubbard has been published in several periodicals including Nature, the IBM Journal of Research and Development, OR/MS Today, Analytics, CIO, Information Week, and Architecture Boston. His books have been selected for required, recommended, and suggested reading by multiple business schools such as the School of Business and Economics (College of Charleston), Jon M. Huntsman School of Business (Utah State University), and Carl H. Lindner College of Business (University of Cincinnati).

He is known for taking a critical view of several popular methods and standards in risk management and decision making in organizations. He argues that extensive research in methods such as "risk matrices", the use of weighted scores in decision making, and even expert intuition are inferior to certain quantitative methods.

Hubbard began his management consulting career at Coopers & Lybrand (subsequently merged with Price Waterhouse to form Price Waterhouse Coopers) in 1988 after finishing his MBA at the University of South Dakota. He formed Hubbard Decision Research in 1998 to focus on the practical application of several fields of quantitative analysis. His methods have been adopted in insurance, financial services, pharmaceutical, healthcare, utilities, energy, federal and state government, entertainment media, military logistics, aerospace R&D, cybersecurity, and manufacturing. His work is frequently cited in both management and academic publications.

Hubbard is perhaps best known for his assertions that everything can be measured, and that initial measurements are the most valuable as they reduce the greatest amounts of uncertainty.

Books
  • How to Measure Anything: Finding the Value of Intangibles in Business (Wiley, 2007; 3rd edition 2014)[1]
  • The Failure of Risk Management: Why It's Broken and How to Fix it (Wiley, 2009)[2]
  • Pulse: The New Science of Harnessing Internet Buzz to Track Threats and Opportunities (Wiley, 2011)[3]
  • How to Measure Anything in Cybersecurity Risk (Wiley, 2016)[4]

His first two books are listed on the Book List for the Society of Actuaries Exam Prep.[5]

Other Publications
  • Shepherd, K., Hubbard, D., Fenton, N., Claxton, K., Luedeling, E., & deLeeuw, J. (2015). Policy: Development goals should enable decision-making. Nature. July 2015. https://doi.org/10.1038/523152a[6]
  • Hubbard, D., & Evans, D. (2010). Problems with scoring methods and ordinal scales in risk assessment. IBM Journal of Research and Development, 54(3), 2-1. doi.org/10.1147/jrd.2010.2042914
  • Hubbard, D., & Samuelson, D. A. (2009). Analysis placebos: The difference between perceived and real benefits of risk analysis and decision models. Analytics Magazine. Fall 2009.
  • Hubbard, D., & Samuelson, D. A. (2009). Modeling Without Measurements: How the decision analysis culture’s lack of empiricism reduces its effectiveness. OR/MS Today, 36(5), 26-31.
  • Hubard, D. (2009). It's all an illusion: The perception that many things are immeasurable is common — it’s also an illusion. ArchitectureBoston. 11(5).
  • Hubbard, D. (2003). Expert analysis: An effective measure. CIO: ROIowa. August 2003.[7]
  • Mayor, T., & Hubbard, D. (2001). Case study:[8] Red light, green light. CIO Enterprise Magazine. October, 2001.
  • Worthen, B., & Hubbard., D. (2001). Case Study: Two Teams are better than one. CIO Enterprise Magazine. 2001.
  • Hubbard, D. W. (1997). Risk vs. return. InformationWeek, (637), 105.

Awards and Special Recognition

References
  1. Hubbard, Douglas W. (2010-04-01). How to Measure Anything. doi:10.1002/9781118983836. ISBN 9781118983836.
  2. Hubbard, Douglas W., ed. (2012-01-02). The Failure of Risk Management. doi:10.1002/9781119198536. ISBN 9781119198536.
  3. Hubbard, Douglas W., ed. (2012-01-02). Pulse. doi:10.1002/9781119200956. ISBN 9781119200956.
  4. Hubbard, Douglas W.; Seiersen, Richard (2016-08-01). How to Measure Anything in Cybersecurity Risk. doi:10.1002/9781119162315. ISBN 9781119162315.
  5. https://www.soa.org/Education/Exam-Req/Syllabus-Study-Materials/exam-book-list.aspx
  6. Shepherd, Keith; Hubbard, Douglas; Fenton, Norman; Claxton, Karl; Luedeling, Eike; de Leeuw, Jan (2015-07-08). "Policy: Development goals should enable decision-making". Nature. 523 (7559): 152–154. Bibcode:2015Natur.523..152S. doi:10.1038/523152a. ISSN 0028-0836. PMID 26156358.
  7. "ROIowa". CIO. Retrieved 2018-11-19.
  8. "Case Study: Red light, green light". IT World Canada. Retrieved 2018-11-19.
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