A survey of 300 C-suite-level executives from organizations in 16 countries by accounting organizations Chartered Institute of Management Accountants and the American Institute of Certified Public Accountants found 72% of respondents said their companies have had at least one strategic initiative fail in the last three years because of delays in their decision-making process. Forty-two percent said their organization lost a competitive advantage to a more agile competitor because of slow decision making, with 29% citing organizational silos and bureaucracy as a the biggest reason for coordination problems.
Threat intelligence is a massive subject, and it’s natural to want to produce the most comprehensive range of intelligence possible … but that’s not always useful. In fact it’s usually not.By concentrating intelligence efforts on highly specific business objectives (e.g., to maintain or improve profitability), this broad subject can be narrowed down to the point where a small amount of highly valuable intelligence is produced.
Most bosses assume that, when they directly ask for feedback, people will offer their thoughts candidly and directly. It’s great when that happens. But it often doesn’t, especially in public settings and high-stakes situations. If you get unanimous, but mostly unvoiced, support for a decision that you thought might be contentious, it should be a warning sign. In some cases, junior people may hesitate to disagree with bosses or senior colleagues. In others, the most powerful team members may be disinclined, for political or other reasons, to express candid opinions in front of the group because they know they can always get access to decision-makers or launch a covert campaign to sway support their way after the fact
An original idea deserves original language. In short: You can’t buy much of anything with a cliché. Unfortunately, quite a few people in the innovation business think you can. Often these accomplished business people, who know how to scale ideas successfully, are deceived into thinking that the increase in a term’s popular adoption is a sign of power. Why? It may be, as Dan Pallotta points out, the use of certain terms is rooted in an inferiority complex. Or it may be because their skill with words lags behind their expertise in product or software design. Or because they’re desperate to sell the idea to their bosses, or the public, and think some crazy-sexy-buzzy words will work some magic. One thing’s for sure: Many innovation-minded people understand success here purely as a numbers game. To them, the number of users matters, not uniqueness.
Europe played a leading role in earlier industrial revolutions. So why is it now being left behind? Europe is beset with short-term challenges, from the Euro to the refugee crisis to a lack of common values. Looking beyond these, there are also two key issues which threaten the future economic competitiveness and wealth of the continent: a lack of long-term funding for disruptive technology, and investment in comprehensive entrepreneurship education.
These problems are not caused simply by external forces. They are the outcome of the way most companies are managed. In all too many businesses there is a significant and unnecessary gap between strategy and execution: a lack of connection between where the enterprise aims to go and what it can accomplish. The most farsighted enterprises have mastered five unconventional practices for building and using distinctive capabilities.
Growing opportunities to collect and leverage digital information have led many managers to change how they make decisions – relying less on intuition and more on data. As Jim Barksdale, the former CEO of Netscape quipped, “If we have data, let’s look at data. If all we have are opinions, let’s go with mine.” Following pathbreakers such as Caesar’s CEO Gary Loveman – who attributes his firm’s success to the use of databases and cutting-edge analytical tools – managers at many levels are now consuming data and analytical output in unprecedented ways.
This attendee focused summit is a unique blend of topics that are key to organizational success—customers, competitors and data management. Organization Intelligence 2015 is a comprehensive, educational and networking forum designed for senior practitioners and organizations looking to use data, analytics, customer insights and market intelligence to grow, improve and gain a competitive advantage in their industry. This unique summit allows attendees to take in the latest strategies, best practices and methodology in an intimate and educationally focused environment while networking with a diverse group of experts and peers.
Everyone from the board, to auditors, to HR (who’s overseeing cybersecurity training), to the rank and file are being told they have a role to play. Cybersecurity experts are a fascinating bunch to interview for research projects. Certainly, it takes a lot of finesse to get them to agree to an interview in the first place. We do have lots of conversations with them, but it’s pretty apparent that we’ve been “thoroughly scanned” before they get on the phone. Here are five recent articles that go a long way in furthering an understanding of the world that these technology professionals face:
There are three valuation models for trade secrets: income models, cost models, and market models; the particular model chosen can radically affect the value ascribed to a trade secret and in turn, the sentence a defendant receives. Yet realistically, the availability of these models to a defendant can vary widely from cases to case.
Kouchaki and Sreedhari Desai at UNC’s Kenan-Flagler Business School have conducted six studies to test their hypothesis. They published the results in a new paper in Academy of Management Journal, “Moral Symbols: A Necklace of Garlic Against Unethical Requests.” “We keep hearing stories of people saying that they had to do unethical things to keep their job, because they were asked to do them, and they felt they couldn’t say no,” Kouchaki says. “We wanted to figure out if there is a way that someone could say no in a subtle but effective way to prevent such difficult situations in the first place.”
We demand that leaders be decisive, but research in social psychology and behavioral economics suggests that decisiveness is not an unequivocal good. Studies on “mindset” reveal that, when contemplating an important decision, prematurely focusing on execution can exacerbate decision-making biases and lead to overconfidence and excessive risk-taking.
“You never know” is the all-purpose excuse, the duct tape of debriefing, the final shrug. It fits well because it’s true. You don’t know. Neither do I. But that doesn’t stop us from being smart strategists.
That’s an archaic way of thinking in an increasingly open-source world. It’s quite common for companies to stall as the economic and competitive landscapes shift beneath their feet; they may lose focus, or become complacent, or get knocked sideways by a punch they never saw coming. And when a company is in trouble, time is too short and resources too constrained to try and cook up a solution that may have already been baked elsewhere. Insights and ideas, processes and perspectives, and even software and services “not invented here” should be sought after and embraced, not avoided.
At the start of the twenty first century the innovation buzz has become deafening. It commands the attention of everything - from the popular media to scientific journals. Innovation is claimed to be the driver of economies and the competitive edge of companies. With innovation being the core of many new management styles, one question still remains for the enthusiastic manager; what are the concrete tools for my employees to build our revolutionary innovations?
Changing how you phrase things can pay off. Situations where we just do the same thing over and over again without asking if it’s really effective — are very common. And managers need to recognize these situations for what they are: unnecessary risks. Why speculate when you can run an experiment to see what works? Just look around your organization, and you will find opportunities all over the place.
Our culture celebrates people who have the willpower to resist the influence of others, but successful leaders can and do change their minds. The best leaders constantly question their own beliefs and welcome dissenting points of view. Yet this presents a huge problem for society. In a working marketplace of ideas, good ideas find plenty of buyers and become more prevalent. Bad ideas find fewer buyers and become more obscure. But markets require both sellers and buyers. In our broken marketplace, in business, politics and relationships, everyone wants to sell an idea. Far too few people are prepared to buy someone else’s.
In my prior two blogs on this, I discussed written policies dealing with competitive intelligence. But, the unwritten rules at your business can be the most important to you. What underlies most of them is one word – embarrassment. To summarize the concept, do not do anything that could cause concern to your employer or bring unwanted attention to it. Whether or not there is a written policy that actually says this, the cold facts are that taking any such action puts your job at immediate risk. In that regard, let me relate a short story:
The top right hand quadrant of the World Economic Forum’s annual Global Risks Report is home to highly likely, high impact dangers that have not been resolved: climate change, weapons of mass destruction, water scarcity, mass forced migration, and energy price shocks. All too often, policy and business leaders neglect risks like these even after recognizing them.
Text mining is beginning to establish its place across the life sciences industry as a way for researchers to quickly analyze massive amounts of literature, as well as conference abstracts, patents and clinical data to help inform and guide R&D. From drug discovery and clinical trial development to drug safety monitoring and competitive intelligence, text mining has many applications for life science companies. Join Jon Hill, Principal Scientist in Computational Biology at Boehringer Ingelheim Pharmaceuticals, as he discusses the application, outcomes and business value of text mining, its impact on early drug discovery, and what the future may hold.
On this episode of The Knowledge Project, I have Venkatesh Rao.
Venkatesh is the founder of the blog Ribbonfarm, the technology analysis site Breaking Smart, and the author of a book on decision making called Tempo. We talk about a host of fascinating subjects, including the 3 types of decision makers, mental models, the implications of the free age and economy, and how to process information.
Strategies for leveraging hidden value.Edges are frontiers beyond which something changes. When you proceed beyond this border in business, the main thing that changes is risk. Edges are not necessarily clear. To the contrary, many edges are quite fuzzy. In business, strategy edges are like that too. Rare is the exact definition of how a product is positioned, what value a product delivers, or where different customers give a business permission to play. We argue that opportunity resides in this very ambiguity. If its edges are not well defined, a business can redefine them, ever so slightly, in its favor. And by staying within this nebulous but familiar space instead of moving to the less comfortable adjacent expanse or beyond, a business can find brilliant new ways to leverage its existing assets.
In other words, the team’s strategy takes full advantage of new technology to tell a story and encourage engagement with a brand. Simpson and others at the 2015 Kellogg Marketing Leadership Summit emphasize the importance of creating a culture that can embrace innovation and respond nimbly to challenges at a time when digital tools are proliferating rapidly.
We couldn’t function without fast thinking—the autopilot decisions that guide us through many ordinary situations. But fast thinking can lead us to blurt out the wrong thing in a meeting, make a poor strategic decision, or turn self-destructive. How to slow down? Cognitive behavioral therapy is proving helpful
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