Data acceleration helps organizations address three key challenges—movement, processing and interactivity—and more rapidly discover insights. Unlock the value hidden from your data. By treating data as a supply chain, you can enable it to flow easily and usefully throughout the entire organization.Accenture’s Big Data team and Accenture Technology Labs examined three data-related challenges: movement, processing and interactivity. More importantly, we’ve pragmatically explored the full landscape of architectural components to address these challenges.
The professional network with 300 million registered users says it’s launching a new, smarter app that uses “anticipatory computing” techniques to prompt users with tidbits of information they should know about people. The Connected app, launching Thursday, replaces a previous app called Contacts, and uses a card-like interface to show users updates on what’s happening with people in the network. The app is also smarter than its predecessor in a few ways: it can integrate with a smartphone’s calendar to learn about forthcoming appointments.
US authorities have charged a Chinese businessman with hacking into the computer systems of companies with large defence contracts, including Boeing, to steal data on military projects including some of the latest fighter jets, according to officials. Su Bin worked with two unnamed Chinese hackers to get the data between 2009 and 2013, then attempted to sell some of the information to state-owned Chinese companies, prosecutors said.
Celebrity data scientist Nate Silver, take a seat. You too Google, machine learning gods. Microsoft’s Cortana, the Siri equivalent on the Windows phone, has called every FIFA World Cup elimination round match correctly. That’s right, she’s 14 for 14.
Have you ever attended a competitive intelligence conference, presentation or training course and been told that tactical intelligence is not important? That it’s not of high value? That it’s not true competitive intelligence? If you have heard this before, you’ll want to attend this webinar as two veteran intelligence practitioners dispel this notion and share their experiences on how tactical intelligence often served as a critical component and foundation of their overall intelligence efforts. They will also discuss how building and sustaining an effective intelligence operation that supports a company’s innovation process and strategic direction in a timely and actionable fashion does in fact require a focus on various tactical intelligence activities. As a result, many of us will realize it’s time to rethink how we approach competitive intelligence.
Jill Lepore’s attack on Clayton Christensen’s theory of disruptive innovation mischaracterizes the theory and misunderstands the differences between the methods used to build the theory and those used to test it. By Michael Raynor
Every law firm that’s ever broken out from the inertia of just surviving to become a full-blown success has had some type of strategic plan. What’s yours? The best strategic plans will take into account your company’s overall health, your firm’s values, and the external factors that impact your ability to thrive. But you can get a better picture of it all and a better plan if you leverage competitive intelligence data. Let’s take a closer look:
When the stakes couldn’t be higher, the quality of the decision making can make all the difference. Process improvements can help. To get at what it takes to prepare for such high-stakes decisions, we interviewed executives from sectors where big-ticket investments regularly arise—natural resources, utilities, heavy industrials, and even pharmaceuticals—and pooled our collective experience. Despite variations among sectors and projects, we concluded that many good practices in interviewees’ decision-making processes could be more widely applied, both within capital-intensive industries and indeed in any company that faces a material investment decision. These include examining the handful of characteristics that are most critical to a project early in the process of evaluating an investment proposal, employing both quantitative and qualitative insight in risk discussions, and keeping decision biases in check. A McKinsey & Company article.
With analytics tools making "big data" more accessible and understandable, C-suite leaders are seeking their own data-driven insights. In our new interactive infographic, Deloitte identifies 8 Corner Office Analytics roles that inform vision, strategy, and decision-making.
Knowledge management enables a wide range of different strategies and methods for identifying, creating and sharing knowledge in organizations. This deep insight includes individuals and organizations’ experience and knowledge and understanding it helps the organization respond to both internal and external stimuli and act in harmony. One fact which has seemingly achieved consensus is the need for different strategies of knowledge management. Among the wide range of various and often unclear knowledge management strategies one can choose a strategy in a specific situation. The aim of knowledge strategy is to respond to strategic questions which emphasize competitive intelligence and internal knowedge retrieval systems. (academic)
Thanks to ongoing advances in computing and warehousing technologies, big data keeps getting bigger and advanced analytics such as predictive modeling make it ever more useful. The proliferation of smart devices, cloud computing and SaaS applications, both in our personal lives and the workplace, gives us the ability to know more about human behaviors and practices than ever before. The exciting result is that we have an increasingly ability to learn from past and present events to predict future outcomes, improving human conditions across all industries. Law enforcement, sports, healthcare, retail, and agriculture are just a few industries where big data and predictive modeling are changing the way we work and live.
Picture this: A complex issue is identified. A diverse, cross-functional team is assembled to solve it. Key stakeholders are gathered. Information is collected. Options are debated. Approval is sought. And then… nothing happens. So more information is gathered. More stakeholders are invited. More conference calls are logged. More debate ensues. More approval is sought. Round and round the project goes — when, where, and how somebody will decide, nobody knows.
Note for the PhD course Strategic Foresight in Engineering - 34 pages. This text is intended as a note for the PhD course Strategic Foresight in Engineering. The text has three parts: First, as foresight is a quite ambiguously defined and understood entity, we shortly present our understanding of what foresight is. The second part is an introduction to foresight processes in practice. Finally, the text present a few selected foresight methods that are commonly used in Denmark
An influential state-run Chinese television broadcaster has branded Apple Inc.’s iPhone as a “national security concern” over a location-tracking app it claims could expose state secrets.
The “frequent locations” smartphone feature, which lets users be tracked and records the time and area of the owner’s movements, is being criticized by China Central Television for revealing too much information.
Strategy implementation continues to defeat leaders and their advisers. Estimates for failure rates vary — but they are usually between 40 and 90%. So how can you reduce the risks that things will go horribly wrong when you try to put your plans into practice? Kurt Verweire’s book, Strategy Implementation, is a very good place to start. Concerned almost exclusively with competitive strategy and written for the business-unit manager rather than the group or corporate strategist at HQ who wants to ‘globalize’ or diversify the company, it does not have all the answers, but it has enough of the answers to make a real difference.
The Amazon-built cloud will operate behind the IC’s firewall, or more simply: It’s a public cloud built on private premises. Intelligence agencies will be able to host applications or order a variety of on-demand services like storage, computing and analytics. True to the National Institute of Standards and Technology definition of cloud computing, the IC cloud scales up or down to meet the need.
we went over seven ways any professional can keep their mind sharp. But why should that matter for competitive intelligence pros? The answer is simple: Because it can help competitive intelligence improve some of the qualities that make a significant difference in their role, such as creativity, logical thinking, rapid learning, memory and focus. Competitive intelligence pros, take notes! Here are a few things we can all do to workout the mind:
Dear Readers, Welcome to the home of the Think Tank Review (TTR), compiled by the Central Library at the General Secretariat of the Council of the European Union. The TTR covers publications from think tanks over a month, as harvested from the rich fields of the industry that tries to give meaning to events in the world.You can subscribe by filling out your details here:
Google Ventures may be a cutting-edge team, but when it comes to keeping meetings on track they rely on a tool popularized by first-grade teachers. Google Ventures, the in-house VC firm of the search giant, has found perhaps the world's least sophisticated fix for the eternal office productivity issue of meeting creep--a big, plastic alarm clock.The idea came from a visit design partner Jake Knapp paid to his son's first grade class, BusinessWeek recently reported. There he witnessed the $25 low-tech gizmo known colloquially as the "magic clock" in action (officially it's known as a Time Timer). "Oh, my God, this changes everything," Knapp thought upon seeing the easily read clock. "I figured what worked for small children would probably work well for CEOs, too."
Business is Simple until academics and consultants make it complicated. That holds true for many organizations until they intend to take the next step and grow. This is when businesses become prey to consultants small and large, or owners and managers get lost while reading semi-academic self-help books and articles about business management. Eventually a team gathers to coin a strategy and in the best case they meander and discuss in more or less cumbersome ways how their organization should tackle future challenges. In most cases the result is people stumbling through a maze of unrelated business terms and coming up with fuzzy, warm, and meaningless strategies
Our research overcomes sales failure attribution biases by collecting data from the industrial buying center's perspective. Thirty-five semi-structured interview cases were conducted with buying decision makers following failed key account sales proposals. The result of this inquiry is a model which outlines the determinants of sales failures. We identify three common drivers of sales failure: adaptability, relationship-potential, and cost considerations. Results indicate that these established constructs are more complex than previously specified, each having multiple attributes as defined by key account buyers. (academic, fee)
For businesses and its top executives, responsible for setting the direction of their firms, this leads to one inescapable situation: continued dependence on scarce natural resources for growth exposes a company’s tangible and intangible value to serious risks.
We believe that the answer lies in a circular economy—where growth is decoupled from the use of scarce resources through disruptive technology and business models based on longevity, renewability, reuse, repair, upgrade, refurbishment, capacity sharing and dematerialization. This will lead to companies gaining a circular advantage—driving both resource efficiency and customer value, and delivering at the heart of a company’s strategy, technology and operations. In this detailed report, Accenture identifies five new business models, 10 disruptive technologies and five enabling capabilities critical to capture the circular advantage.
In a rare dual interview, Larry Page and Sergey Brin reveal that a young Google could have sold out to Excite, and explain how computers will enable us all to work less. They admitted, among other things, that Google is interested in healthcare but scared of its intense regulation.