The average woman who works full-time still earns only 78 cents for every dollar the average man makes. While the wage gap is a national problem, certain states perform better than others when it comes to the gender earnings ratio.
Over 200 publicly listed American companies have R&D budgets that exceed $100 million annually. Which companies allocate the highest proportion of that budget to engineering in China and India, specifically? And what drives their success with these global engineering initiatives? To find out, we developed a measure and coined the term Global Engineering Intensity (GEI) as the ratio of the headcount of R&D staff in India plus China to a company’s current annual R&D expense. The count of R&D personnel for each company was obtained by queries on LinkedIn
Insights at the Point of Action Will Redefine Competitiveness. We live in a fast-moving, complex world of increasingly connected people and connected things that are creating vast new digital footprints. To thrive, organizations need to make sense of this big and fast-moving data, to gain real-time access to powerful insights and deliver them at the point of action. But how are data-driven insights changing businesses? Where are organizations today and where are they going? We surveyed 1,000 C-level executives and senior decision makers in nine regions and nine industries to help us assess where the market is heading.
With the current attention to analytics, it is easy to forget that business processes are the core, not the analytics about them. Analytics is about making an organization do what it usually does, only better. Analytics amplifies. Data analysis helps organizations understand, predict and optimize by taking data — a collection of signals from underlying business processes — and magnifying it until managers can detect the business implications. Yet as promising as that may seem — and despite the considerable hype — analytical approaches are not a panacea, able to correct fundamental flaws with a sprinkle of mathematical fairy dust.
Because Analysts are becoming more and more of a coveted position in Washington. This was originally posted on NY Times by Scott Shane. Call it the revenge of the nerds, Washington-style. The gun-toting F.B.I.agent and the swashbuckling C.I.A.undercover officer are being increasingly called upon to share their clout, their budgets and even their Hollywood glamour with the humble, desk-bound intelligence analyst.
Jack Clare will play a more integral role in helping the company turn doughnuts into dollars. Along with leading the company’s IT department, he will now oversee the company’s long-term strategic planning process.
Because expectations for decision-making have gone from “get it done soon” to “get it done now” to “it should have been done yesterday,” we tend to jump to conclusions instead of asking more questions. And the unfortunate side effect of not asking enough questions is poor decision-making. That’s why it’s imperative that we slow down and take the time to ask more — and better — questions. At best, we’ll arrive at better conclusions. At worst, we’ll avoid a lot of rework later on.
Business planning based on BI and predictive analytics is still uncharted territory for many executives, particularly those without IT backgrounds. What complicates this process is that CEOs often feel that analytics are too complicated to incorporate into their workflow, and sometimes find them constraining rather than offering a range of options. These misconceptions and ideas around BI leads to an ironic challenge: The data is there to reduce the fear in decision-making, yet the inability to utilize it and the lack of trust in it perpetuates “go with your gut” as a standard business practice. This needs to change to promote better business practices that will truly show an impact on any company’s bottom line.
One of the central objectives of corporate strategy is for executive management to think holistically about a company’s portfolio of businesses – conceiving and spearheading ways to make the aggregate value of a company’s holdings durable over time, and greater than the sum of its parts. This vital mission comprises two central questions: In which businesses should we participate? And, how do we create value within and across our businesses? In other words, where will we play and how will we win, at the portfolio level?
“When you ask a PhD statistician to write a report for the C-suite, it’s just not suited for their consumption. So several years ago I hired someone with a journalism background to improve the communication of our results. We had been generating great analytical studies, but they weren’t being translated into action—primarily because no one was consuming those results. The analysts still do the design and analysis, but it’s the storyteller’s job to get the analyst to tell them the story, and communicate the main points. The analysts will be on point 17 without any sense yet of how it will impact the organization. The storyteller’s job is to start at the end—begin with the impact, and then very selectively reveal how the result was achieved
Chief Marketing Officers (CMOs) and Chief Risk Officers (CROs) may seem to have little in common. Both practices have long developed insights into their customers based on data and analytics. But in the aftermath of the financial crisis, risk managers have become increasingly involved in business strategy and decisions. That has coincided with marketing’s increased influence on strategy, driven by the unprecedented level of insights into customer behavior and trends that are now possible through analytics. This convergence creates a new opportunity for both disciplines, in effect, to pool their understanding of customer behavior and apply a broader range of sophisticated analytical approaches. By working together, both disciplines can provide more value to the business.
In the 18th annual PwC survey of chief executive officers, conducted in 2014, many CEOs anticipated significant disruptions to their businesses during the next five years as a result of external worldwide trends. One such trend, cited by 61 percent of the respondents, was an increasing number of competitors. The same number of respondents foresaw changes in customer behavior creating disruption. Fifty percent said they expected changes in distribution channels. As CEOs look to stay ahead of these trends, they recognize the need to change the organization’s design. But for that redesign to be successful, a company must make its changes as effectively and painlessly as possible, in a way that aligns with its strategy, invigorates employees, builds distinctive new capabilities, and makes it easier to attract customers.
Chief Marketing Officers (CMOs) and Chief Risk Officers (CROs) may seem to have little in common. The CMO has historically focused on driving growth and brand engagement; the CRO has typically focused on safeguarding the bottom line and minimizing unwanted exposure. But the advent of Big Data, sophisticated modeling techniques, and robust algorithms are opening a door to cooperation and opportunities that have never been possible before.
As many people like to have access to the slide content after each talk I don't mind at all sharing them. The focus of this talk is to give people a sense of the different aspects of data visualisation thinking. Separating thinking attributes from raw talent (design savvy, technical skills) I argue that these are fresh ways of thinking about data visualisation that can make such an enormous difference to your capabilities and output.
Welcome to issue 22 of the Think Tank Review compiled by the EU Council Library. It gives a short abstract of papers published in February 2015, with a link to the full text. This month’s Review has a focus on external action and includes the CEPS/ Friedrich-Ebert-Stiftung report on More Union in European defence, presented in Brussels on 9 March. Other relevant resources from the library were listed in our blog post on the event.
his paper discusses the role of stakeholder management for improving ethical decision-making processes within organisations. It presents the key concepts and approaches developed within stakeholder theory and analyses their implications from a management perspective. The concept of ‘stakeholder corporation’ is introduced, and the need for effective engagement with stakeholders discussed under two different perspectives of stakeholder theory, namely the instrumental vs. the normative approach. In the conclusion,a ten-step model for stakeholder management is presented as a ‘management tool’ that could be applied to improve decision-making processes within any organisation, by enabling managers to identify and respond to legitimate stakeholder's interests.
In his Foreword to The Art of Intelligence, Jan Goldman explains that he established the Security and Professional Intelligence Education Series (SPIES) in 2006 because so few books were then available to the general public on the education or training of intelligence analysts and operators. Despite the recent proliferation of those books, Goldman is concerned that most still reflect a bias toward “speaking” about, rather than “doing,” intelligence. This latest volume in the SPIES series bucks that trend.
Differentiating the art from the science of intelligence, in this anthology, befalls to Julian Richards, founder of University of Buckingham’s (UK) Center for Security and Intelligence Studies. He asks, rhetorically: how can intelligence not be an art, since it is a profoundly human enterprise, dependent .on best-guess judgments, necessarily influenced by cultural and other biases, Yet science is required as well, especially the study of human behavior and epistemology, information technology ranging from collection to databasing and presentation, and all manner of analytical techniques that owe their ubiquity mostly to Richards Heuer and Sherman Kent.
Actually, your competition may have nothing to do with your business. Your competition are the disrupters: new technologies that come racing around the curve at you, the entrants that challenge your fundamental business assumptions.
Recognizing that technological change is a principal driver of competition, an important concern of corporate CEOs and Chief Technology Officers (CTO) is managing the firm's technology development or acquisition effort to support overall company objectives. Given the accelerating pace of technological progress, managing this effort is becoming increasingly difficult but also increasingly important. Not too long ago, much of this discussion centered on the question of whether a firm's technology strategy should be predominantly market-pull or technology push. But, it is more than that. It is as basic as deciding what business(es) the firm is in now and determining those in which it should participate in the future.
Osborn famously claimed that brainstorming should enhance creative performance by almost 50% versus individuals working on their own. Yet after six decades of independent scientific research, there is very little evidence for the idea that brainstorming produces more or better ideas than the same number of individuals would produce working independently. In fact, a great deal of evidence indicates that brainstorming actually harms creative performance, resulting in a collective performance loss that is the very opposite of synergy.
Such conversations happen in organizations all the time—in every economic environment. Making these decisions effectively, however, isn’t particularly suited for today’s frequently over-structured meeting formats. Instead, it involves a more thoughtful approach with the right input, players, and environment: in other words, a strategic conversation.
In this issue of CFO Insights, we discuss the what, when, why, and how of having strategic conversations and outline some leading practices for making the resulting decisions stick.
To reach your true leadership potential, writes INSEAD professor Herminia Ibarra, push yourself outside your comfort zone. Those are just two of the many counterintuitive and easily digestible bits of wisdom in Act Like a Leader, Think Like a Leader. Concise, direct, and possessing a certain flair, Ibarra’s new book (her second) is a projection of her personality. A native of Miami and veteran of Harvard Business School, Ibarra since 2002 has taught at INSEAD in Paris, where she is the Cora Chaired Professor of Leadership and Learning and heads her department.
The Roadmapping is a tool to support strategy thinking that represents a time horizon of current and future products or services of a company and the difference options of technological expertise that can be developed or acquired in the future. These concepts must be aligned with the market needs and strategic challenges that drive them. Competitive Intelligence is an extremely important input when facing the realization of a Roadmap and this article will explain the relationship between them.
The core purpose of any strategy is to create sustainable competitive advantage. A critical strategic discussion centres on the choice of markets in which to compete and the kinds of activities which are involved in such markets.Several models exist to chart market attractiveness and these tend to map the size and future potential of a market against the firm's relative competitive strength (i.e. its ability to take advantage of latent opportunities). What this means in practice is that the strategy team needs to be building a picture of the firm's ability to perform in the context of others targeting the same markets.
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.