Almost three years ago, I kicked off the Fellows First Friday series of questions from the CI Council of Fellows with the question “Is competitive intelligence a legitimate profession? within the government intelligence community, there seems to be no debate on this matter at all. Their legitimacy is well established, their role is deemed professional and mandatory for successful operation, and while funding may vary somewhat from year to year, it seems to be consistently available to support their mission. So let me pose the question another way this time.. How did they get there? Why don’t they struggle with constantly justifying their existence, and acquiring adequate resources to get the job done?
IBM adds Watson to the arsenal of tools it offers for the Internet of things. Watson will help IBMclients shuffle through reams of data expected to be generated by the masses of connected objects coming online as part of the Internet of things. Watson’s skills will be made available as part of the services offered to customers who come in through IBM’s IoT Foundation cloud product. Those services will include an API that lets computers understand people when they talk, machine learning and predictive analytics services, a video and image recognition service, and a textual analytics service that can associate meaning from unstructured text-based data. The service will enable clients to build products with completely new capabilities and user interfaces.
Đến với khu du lịch & biệt thự nghỉ dưỡng Grand World Phú Quốc, bạn sẽ cảm nhận được những giây phút đầm ấm bên gia đình và người thân để cùng hòa mình vào những làn gió biển của chiều hoàng hôn trong hương thơm dịu nhẹ của loài tràm bông trắng và lắng nghe âm thanh sóng biển như bản hòa ca bất tận của thiên nhiên Phú Quốc.
Given that the real economy comprises mostly of established enterprises, be they government agencies, public or private firms, how can we realise the real potential of enterprise-wide innovation? The benefits are there for the taking, and include substantially improved enterprise agility, resilience, productivity and enhanced wealth creation. Established organisations need to innovate as well - this advice could help.
After a surge in prosperity over the past decade fueled by rising oil prices, Saudi Arabia’s economy is at an inflection point. We see a real opportunity for the country to inject new dynamism into its economy through a productivity- and investment-led transformation that could help ensure future growth, employment, and prosperity. In a new McKinsey Global Institute report, Saudi Arabia beyond oil: The investment and productivity transformation, we discuss how the country has significant opportunities to transform its economy to become more sustainable and less dependent on oil. Among our findings:
Sau một giấc ngủ đông dài, năm 2015 bất động sản nghỉ dưỡng đã thức tỉnh. Hơn thế, với sự trở lại này, bất động sản nghỉ dưỡng đã có trong mình nhiều yếu tố tạo sự bứt phá, phát triển mạnh mẽ, sinh lời hấp dẫn.
Leadership is a constant fight for what you stand for and what you seek to achieve for the betterment of yourself and the healthier whole. Do you have the self-trust to endure the journey? The belief in yourself not to be derailed by others who may doubt your intentions? The preparedness to stay the course or course-correct – and not lose faith, focus, and hope along the way?
Leadership is about putting yourself to the test; knowing how much you can stretch your thinking and that of your colleagues, challenging your core beliefs during times of uncertainty, and staying true to yourself when the pressure seems insurmountable. As a leader, it’s about having the wisdom to know what your experiences have taught you.
You read that right. Want to know what traits set strong leaders apart from weak leaders? New research from McKinsey shows that just four behaviors account for almost all of the distance between the effective and the inept:
Being supportiveOperating with a strong results orientationSeeking different perspectivesSolving problems effectively
In a survey of 189,000 people in 81 organizations around the world, the firm found that these four traits were typically displayed by leaders at companies ranked within the top quartile of McKinsey's Organizational Health Index.
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