This is the story of an extraordinary effort by the U.S. Department of Defense to hasten the advent of "machines that think." From 1983 to 1993, the Defense Advanced Research Projects Agency (DARPA) spent an extra $1 billion on computer research aimed at achieving artificial intelligence. The Strategic Computing Initiative (SCI) was conceived as an integrated plan to promote computer chip design and manufacture, computer architecture, and artificial intelligence software. What distinguished SCI from other large-scale technology programs was that it self-consciously set out to advance an entire research front.
It’s not hard to see that data and analytics have immense power over the dynamics of decision making. Every day, executives heavily rely on data-related opportunities to improve revenues, increase productivity, and create entirely new business models. For many, insight is the oil for running a business. However, how do you know if you are digging in the right areas to make sure you are getting the right insights
It isn’t hard to see why everyone’s loving the M&A party. U.S. corporations have plenty of cash on their balance sheets, but with interest rates still low—the 10-year U.S. Treasury yielded 2.1% Friday—they’re earning almost nothing on it. Those measly rates drag down returns on capital, in effect punishing companies for not pursuing growth. While share buybacks have been a popular way to put that cash to use, acquiring another company, especially one that is a good fit, seems like a no-brainer. Hence, the reward for both buyers and sellers.
Here’s where the question of not knowing what you don’t know comes in. “An expert is someone who knows all the answers and doesn’t need to ask questions. Big data opens up that concept, and made us realize that what’s key is not being an expert, but actually asking the right questions. Big data allows us to ask different, clarifying, probing questions. Our goal is not to be the expert, but be the best question asker.”
The point is this: If the opposite of your core strategy choices looks stupid, then every competitor is going to have more or less the exact same strategy as you. That means that you are likely to be indistinguishable from your competitors and the only way you will make a decent return is if the industry currently happens to be highly attractive structurally. The wealth management company was targeting the exact same clients as every single global competitor and, like every other global competitor, they planned on giving them “great service.” There are many, many such strategies. Perhaps the two most popular “strategies” are service excellence and operational effectiveness. All that can be said about them is that they are non-stupid and that is hardly an exemplary level of accomplishment.
You no doubt know that cuddly animals are pretty irresistible. On a personal level that probably means you spend more time than you should looking at cat pictures online (though be comforted that studies show all that kitten ogling might actually help you be more productive--thanks science!) But could you put our near universal compulsion to get close to the cute and fuzzy to work for your business?
China has an awesome consumer story. Yet lately you can’t pick up a newspaper, go online, or watch television without hearing continual moaning about the country’s slowing economic growth and the need for “rebalancing.” The reality is that Chinese consumers are going to continue to increase in wealth and complexity. And if you’re worried the country’s economic importance is declining, you’re probably looking at its performance the wrong way.
In the risk-neutral world, all business and government continuity planning would be risk-balanced. However, in reality, risks, threats, hazards and their consequences change depending on an organizations exposure, sensitivities to impact and other factors. Thus, while risk-neutral dynamics are ideal for producing plans that meet regulatory compliance requirements, risks, threats, hazards and consequences must be assessed with reference to real-world dynamics. Real-world dynamics incorporate uncertainty, current capacity and current capabilities that have immediate consequences for the generation of business continuity scenarios by any organization.
Different cultures can have radically different leadership styles, and international organizations would do well to understand them.
British linguist Richard D. Lewis charted these differences in his book "When Cultures Collide," first published in 1996 and now in its third edition, and he teaches these insights in seminars with major corporate clients. From structured individualism in the U.S. to ringi-sho consensus in Japan, the charts seem intuitively correct, if not unilaterally true across a country.
Today’s digital social age presents an incredible opportunity for the pharmaceutical and healthcare industries. For years, the struggle to understand evolving patient needs in order to strategically align and address them has been at the forefront of the value proposition for healthcare. However, gaining deep, trustworthy insight into the journeys patients traverse has been a daunting challenge. Today the dynamics have completely shifted in the “open social age.” With millions of patients broadcasting their experiences, reactions, behaviors, decisions and attitudes on their conditions, treatments and providers, there is an incredible wealth of “big data” available. With this, however, the daunting challenge has shifted from a lack of detailed insight to a tsunami of real-time information.
HBR recently ran a series on midcareer crises and asked experts to tackle tough questions like: Should you consider a more fulfilling job with a pay cut when you’ve got a mortgage, bills, and college savings to worry about? How do you get the training or education you need to switch careers if you’re already struggling to spend quality time with your family? We’ve compiled the best research and advice from the series here.
Web scraping alone also misses the more interesting half of the story—which is what we do with the press release once we have it. Below I’ll explain exactly how we obtained the press release, what we did with it, and finally why that matters more broadly than just Tuesday’s event. Ahead of the event (way back in 2014) Selerity analysts reviewed the Twitter investor relations site [https://investor.twitterinc.com/] for the locations most likely to be used for publication of the release based on where prior releases were published. The location where Tuesday release was first publish was found this way:
Bonnie Hohhof's insight:
Interesting use of technology plus some competitive intelligence skills
There are a lot of creative benefits to alternative management structures, but there are some downsides too. There is some tremendous potential and benefits with these new structures: an increase in personal responsibility, distributed decision making, increased productivity and accountability, less bureaucracy, and a greater emphasis on ownership and contribution. Frederic Laloux, author of Reinventing Organizations, has also found that in these newer structures, people bring themselves more fully to the organization instead of just their professional selves, fostering a much more creative and collaborative environment.
Still, there are downsides, especially when companies' "no management" approach is not structured or thought through properly. Having no titles in your company should not be done just because it sounds cool, but because you believe it’s the right thing for your company. Here are some myths of companies that have no bosses
So the next time someone answers your question with “It Depends,” don’t view it as a cop-out—as long as they provide some context of their own about the situations when one answer would apply versus another (I would call an “It Depends” answer without any followup or detail a cop-out). Furthermore, as you explore information, view most advice through an it depends filter (unfortunately, this means you have to go beyond the headline to see if their context aligns with yours—and that takes some time)..
Whether you’re a coffee connoisseur or completely unfussy about the manner in which you get your caffeine fix, there’s no denying that the smell of freshly-brewed coffee in the morning is an invigorating one. The chemistry behind this aroma, though, is far from simple; a complex collection of chemical compounds are responsible, and this graphic takes a look at a selection of these.
Last week, we asked: How important is a SWOT analysis in your strategic planning efforts? Critical — you can’t have a strategic plan without a SWOT: 22.76%. Very — a SWOT is an important element of the plan: 34.14%. Somewhat — a SWOT can help but it’s not required: 20.00%. Not very — a SWOT has marginal value in planning: 5.86%. Not at all — a SWOT is a waste of time: 1.38%. What’s a SWOT analysis?: 15.86%.
Pricing Intelligence Solutions retrieve product and pricing information from competitor as well as market leader websites varying in required details. It allows an Ecommerce business ensure that it remains one step ahead of the market competition. Pricing tools collect and filter competitive data converting it in to intelligence. They fetch data at scheduled interval of time with automation – tracking competitor’s online presence. Behind the scenes, data extractors extract details on product, pricing and other web information from competitor portals. This information can be delivered directly from individual/multiple competitor sites complemented with in-depth data analytics.
New leadership roles require new leadership disciplines. Three of the most critical disciplines are building shared vision, surfacing and challenging mental models, and engaging in systems thinking. These disciplines can only be developed through a lifelong commitment. And in learning organizations, these disciplines must be distributed widely because they embody the principles and practices of effective leadership.
To be effective, the book says, simple rules must meet four conditions: They must be limited in number, tailored to the person or organization using them, applied to well-defined activities, and open to giving people latitude to exercise discretion. The authors identify two types of simple rules: Those that can help you make decisions and those that can help you do things.
Where do great ideas come from? Obviously they come from many sources, which means that your systematic innovation process has to support and sustain multiple efforts at ideation in parallel. In the following article we will explore some promising ways that you may be able to find ideas that will take your own business forward.
The chief operating officer has traditionally been the number two person in the C-suite — the senior executive charged with overseeing all of the company’s business operations. As such, the COO has long been viewed as the heir apparent, the leading insider candidate to succeed the chief executive officer. Yet, according to the senior executive search firm Crist Kolder Associates, the percentage of Fortune 500 and S&P 500 companies with a COO has declined steadily from 48 percent in 2000 to 36 percent in 2014.
By unlocking the sharing economy today, can companies transform today's threat into tomorrow's opportunity? What must incumbents and challengers do to position themselves ahead of disruption and to capitalize on new sources of revenue? Through consumer surveys, conversations with influencers, interviews with business executives and social listening, PwC's research presents a holistic view of what's unfolding across business and consumer landscapes.
According to Forbes, these big companies spend billions of dollars on business and competitive intelligence. With the help of competitive intelligence, you can control your reaction to competitors’ activities and maintain your position in the market. Competitive intelligence gives you the ability to save time and money. Your strategy will be well-informed and you will never be a step behind your competition.
In order to solve both problems at the same time I had to come up with a way that helped the organisation grow. While trying to figure out what would be a good approach and which game techniques I could apply I realized that the work I did to explore the details of the options at hand was actually not in sync with the benefit the organisation got out of it. In fact I realized that people only came to me with 2 different but equally valid options and choosing either one of them is a damn good decision.
PwC's research digs into the business of wearables and the consumer attitudes and preferences that will shape the future of wearable technology. There are many applications for wearable tech in enterprise and in life. It will upend the retail industry, revolutionize health care and will likely change advertising and content as we know it. But for wearables to work, they must be anchored in human centered design. PwC's research digs into the business of wearables and the consumer attitudes and preferences that will shape the future of wearable technology..
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