Predictive analytics is emerging as a practical discipline, one that can help business leaders make better decisions. In a world whose complexity in many respects has moved beyond our cognitive abilities, numbers are nothing to fear. In fact, they may be your greatest ally.
Consumer products deal activity got off to an explosive start in 2015 with the announcement of the largest-ever transaction in the food sector at the end of the quarter. Companies are seeking to create value and are pursuing mergers both to improve their bottom line by cutting costs and also to grow their top line in a low growth environment through portfolio optimization. Consumer preferences are shifting toward more natural food products. Traditional manufacturers are responding by merging and bolstering their portfolios with healthier options. With sector valuations at all-time highs, share prices are arguably overvalued. However, deals funded with a blend of cash and stock are also part of the wider trend for creative deal structures.
The technology sector is not ready to hit the pause button on M&A, even after record-setting dealmaking over the past five quarters. Rather, a growing sense of confidence amid global digital transformation should continue to drive technology M&A through 2015, according to our Technology Capital Confidence Barometer. Sixty percent of technology executives surveyed see the M&A market growing over the next 12 months, and 57% expect to complete more deals than last year. That would come on top of post-dotcom-bubble records for deal volumes in every quarter of last year and the first quarter of 2015
Big data helps organizations sharpen their batch reporting with the addition of unstructured data, which combines with traditional structured data to produce a more complete picture of what goes on in a business over a specific period of time. These useful reports enable decision makers to more accurately respond to situational trends. But businesses also want data and analytics that are real-time or near real-time so they can act quickly on. The good news is we are beginning to acquire enough empirical results on real-time and near real-time big data and analytics to see where this data has been immediately "actionable" to businesses, and where it is making a competitive difference.
For most companies, having a named Chief Innovation Officer (CINO) or equivalent is very new – if they have one at all. For these leaders, the levers for success are still uncertain, and evolving quickly. Join this live IM Channel One web event on June 10th when we present 5 emerging “leadership styles” for today’s CINOs and offer insights on how to use these styles to maximum effect. During this live IM Channel One Roundtable Discussion, hosted by Imaginatik, the expert panel will discuss the challenges of being a Chief Innovation Officer and provide insights to the different Chief Innovation Officer leadership styles, and how they can be mastered and blended for maximum effect and ROI.
Middle managers are increasingly vital to an organization’s success, though for different reasons than in the past. In the conventional hierarchical organization, middle managers used to be instrumental for controlling information flows and ensuring that frontline workers were producing. Roles were clearly defined and orders flowed from the top down. Those in the middle managed the inputs and outputs. But we’re now in an era where information is far more free-flowing and hierarchical lines are blurred. Middle managers today need different skills and play a different role than their “command and control” era predecessors.
The following is a summary of the key takeaways from the session Sean Campbell (Cascade Insight’s CEO) presented at the national competitive intelligence conference – held just a few weeks ago in Atlanta.
Integrated business services models, designed from the outside in and with the customer experience at their heart, are critical enablers of the enhanced business value that shared services organizations are now expected to deliver. They prioritize the customer experience, facilitate end-to-end connectivity and lead in applying digital technologies to service delivery. All of which makes them the only shared services model capable of supporting consumerization, advanced robotics and specialized talent—the keys to competitiveness, growth and even survival in increasingly challenging markets
CBIG Consulting and Proactive Worldwide announce a joint venture to create a comprehensive intelligence/analytics service. International business intelligence leader CBIG Consulting and market and competitive intelligence (CI) specialist Proactive Worldwide (Proactive) have announced a joint venture that merges each firm's unique strengths to create a comprehensive Intelligence service. The service provides clients with holistic insights from internal and external comparative data analytics and ongoing service and support.
LMA is excited to announce the launch of the LMA Competitive Intelligence Certification (LMA-CIC) as conferred by the Fuld-Gilad-Herring Academy of Competitive Intelligence. The tailored two-day set of courses was designed in conjunction the Fuld-Gilad-Herring Academy of Competitive Intelligence and LMA, and will include collection, benchmarking, and war-gaming courses.
Business Intelligence: This is the broadest category and encompasses the other three terms here (at least as they’re used in a business IT context). BI is data-driven decision-making. It includes the generation, aggregation, analysis, and visualization of data to inform and facilitate business management and strategizing. All the other terms refer to some aspect of how information is gathered or crunched, while BI goes beyond the data to include what business leaders actually do with the insights they glean from it..
This blog is here to help you learn about competitive intelligence (CI), and what you can do with it, to enable you to do your job, whatever that is, better. The tools and techniques that will enable you to produce your own CI for your consumption are out there, and have been honed by decades of work. But, also, it means that you cannot just adopt them – you have to adapt them. Why? Because, when you do your own CI, you will be the data collector, the analyst, and the end-user.
Already, 70 percent of data-savvy companies say they have enough data, according to an IBM study, and 90 percent of all data generated by devices such as smartphones, tablets, connected vehicles and appliances is never analyzed or acted upon. With data volume compounding, making the right linkages to drive value can be daunting..
From the specter of domestic terrorism, to burgeoning cyberattacks, to catastrophic events that could exceed crisis plans, many companies are increasingly at risk of being felled by crises. And it’s the unseen or unanticipated crises that are potentially the most dangerous. An unanticipated crisis can easily overwhelm contingency mitigation techniques and risk management programs, such as business continuity, disaster recovery, health and safety plans, or emergency response. Management can even exacerbate a crisis if bad news is marginalized or otherwise ignored until it’s too late.
FDI inflows into Europe rose by 36% in 2014, the biggest increase among major regions. This year, investors have ranked Western Europe (50%) as the world’s most attractive FDI destination for the second year running. The global uptick in M&A was mirrored in Europe, where companies began a wave of consolidation in financial services, pharmaceuticals, manufacturing and communications. The weakening of the euro, which has accelerated since year-end, has made many Continental European assets or investment projects more affordable, especially for those paying in dollars, pounds or Swiss francs.
Welcome to the fourth edition of the CFO Capital Confidence Barometer. Every six months, we survey senior leaders from companies around the globe for our Capital Confidence Barometer. In February and March, we surveyed some 1,600 business leaders across 18 industry sectors and 54 countries. This report represents the outlook of the 433 CFOs among that group. The global data reveal a significant rise in optimism from our previous Barometer, but, surprisingly, CFOs continue to be relatively guarded and conservative in their outlook on M&A.
European crises can destabilize the world. What happens between Greece and Germany, for example, can have consequences in multiple directions. Therefore, since we have to start somewhere, let me start with Europe. Europe is undergoing two interconnected crises. The first is the crisis of the European Union. The bloc began as a system of economic integration, but it was also intended to be more than that: It was to be an institution that would create Europeans. The second crisis rests in the strategic structure of Europe and is less tractable than the first. Leaving aside the outlying islands and other peninsulas that make up Europe, the Continent’s primordial issue is the relationship between the largely unified but poorer mainland, dominated by Russia, and the wealthier but much more fragmented peninsula
Here's a quick and fun way to enrich your business knowledge: streaming documentaries on Netflix. The online movie and TV service has a vast cache of business and tech documentaries that anyone with a subscription can watch instantly.
In the last chapter excerpt of The Innovation Formula we looked at the role of the business leader, including key strategies to communicate the purpose of innovation as well as taking on the responsibility for the learning of the entire organization as it pertains to innovation. Today, we'll look at the specific abilities required to organize and inspire innovation practices in your company..
First Look summarizes new working papers, case studies, and publications produced by Harvard Business School faculty. Readers receive early knowledge of cutting-edge ideas before they enter the mainstream of business practice. For complete details on faculty research, see our Working Papers section
The insights into human behavior of mathematician John Forbes Nash, Jr. — who died in a car crash last Saturday at 86 — are finding use in an expanding range of situations, from corporate concerns such as strategy, labor negotiations and product pricing to life decisions like marriage and even in devising political strategies against terrorist threats. But two Wharton experts say the wider impact of Nash’s work is just beginning to materialize.
Behavioral economists and psychologists have uncovered scores of biases that undermine good decision-making. And, along with management experts, they have provided helpful tips that decision-makers can use to try to correct for those biases. But a comprehensive framework for achieving quality decision-making throughout an organization is still rare — almost three-quarters of companies have no formal corporate-wide approach to making major, complex decisions.
The result is what Kai Young, IBM Watson Group program director, calls a "discovery engine." "It allows you to discover ideas and make connections," Young tells Business Insider. "We can move beyond keywords to the actual ideas and insights that are part of the speakers' content. A lot of different signals — silences, points of applause, laughter — help to understand a video, rather than just the description someone gave it
As consultants, it’s a question that organizations task us with answering, often through postmortem reviews of failed strategic initiatives. The idea is to develop a better understanding of how and why pivotal (and ultimately poor) choices were made in hopes of not repeating the mistakes. We look at the analysis undertaken, the managerial deliberation and how the final decisions were made. In each case, we discovered that the root cause of the bad choice(s) was not the decision-makers themselves — i.e. stupidity on the part of management — but rather a dysfunctional process for making decisions.
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