In a new book on the origins and impacts of globalization, Harvard Business School's Geoffrey Jones focuses on the role played by a vital but often ignored actor in this conversation: business entrepreneurs and the multinational enterprises they create.
"There has been remarkably little concern with the role of firms in creating markets, shaping policies, and diffusing globalization," says Jones, the Isidor Straus Professor of Business History, and Faculty Chair of the School's Business History Initiative.
2013 was a solid year for global venture capital, with an exceptional fourth quarter. We anticipate an even stronger year in 2014..
Improving economic conditions and growing levels of liquidity combined with higher investor confidence and a more positive exit environment were the primary drivers underpinning solid global VC activity in 2013. Growth towards the end of 2013 in the US economy, which accounts for 68% of global VC activity, augurs well for 2014 as do the substantial rebounds in Europe and Israel and the reopening of capital markets in mainland China.
The first step in out-blogging the competition is to conduct a competitive analysis of your rival’s blog. Monitor their content, timing, and distribution strategy, and track how those change over time to form a picture of their marketing and expansion plans. Use this intelligence to refine your own strategy. Here’s how:
Organizational design has a huge impact on decision-making and collaboration, and both reflects, and often creates, the level of collaboration and autonomy with and amongst the workforce. Culture may eat strategy for lunch but decision-making, reporting and budgeting structures can either birth or strangle both culture and strategy with both hands tied behind its back.
At this stage we have four primary organizational models along a continuum from command and control to cooperative and anarchic..
Some of us have our feelings written all over our faces. Others may pride themselves on being inscrutable. However, when a computer is analyzing our features frame by frame, it can glean insight from even the slightest quirk.
At last week's Sentiment Analysis Symposium in New York, Jacob Whitehill, a research scientist with Emotient, demonstrated the company's emotion recognition products. He showed how they isolate the faces in a video stream and track their expressions, from joyful to angry to sad. "It has many commercial applications," he said.
n economic thinking, competition has two main functions. First, it spurs companies to try harder and be better than their rivals. They do so, of course, in order to make a bigger profit for themselves. As a most welcome by-product for society, products get better, new ones get invented and prices fall thanks to competition for the customers’ business.
The second function of competition is its disciplining effect. In a competitive world, you can never be too sure of your position. If a rival has a better idea or a better product, your days as a market leader are numbered. Competition is the best antidote to complacency, arrogance and laziness.
this is my favorite of the bunch: the winning team from the Viafora Big Data Hackathon used sentiment analysis provided by Semantria to build an open-source Chrome plugin thattracks author biases. When you run it, it checks the author name of whatever article you’re currently reading. It then pulls up and analyzes other works written by the same author, and pulls out his or her opinion trends using opinion mining & sentiment analysis.e.
Most organizational leaders struggle to align day-to-day activities with strategy, even though they know it’s important to do. Almost 80% of the more than 1,200 senior executives recently surveyed by PricewaterhouseCoopers believe that their organizations have the right strategic intent — but only 54% think they’re executing that strategy well.
Why the gap? Let’s compare two fictional companies to see what’s involved.
Have you ever been asked to drop everything to complete a seemingly urgent task, and then found that the task wasn’t so urgent after all?
Having seen many variations on this “hurry up and wait” dynamic over the past few years let me suggest a possible explanation. I’ll also offer some ideas about what to do if you are falling into this trap, whether it’s as the perpetrator or the victim.
The result of trying to drive more work through fewer people, and at greater speed, is a jamming of the queue. There is simply no way to get everything done in the accelerated time frames that many managers expect. So while their intentions are to move quickly on things, the reality is that you can only force so much work through the eye of the needle.
Carr recommends providing customers with a "bill of rights" that identifies what they should expect from their vendors, such as transparency of testing results, auditable accounting for inventory transfers, and so forth--emphasizing areas where you're certain your competitors are fudging
Why do some adjacencies work and others not? In my experience, two factors make the difference: The first is whether entering an adjacency materially improves the value proposition of your current business, and the second is whether it uses enough of your company’s distinctive capabilities to give you a right to win in the new market.
Elysium Solutions, a McLean based Global Intelligence and Risk Consultancy Firm announced today the appointment of Brian O'Sheaas its Director of Intelligence Analysis and Advisement. In this role Mr. O'Shea will lead a team of Intelligence Analysts in support of Elysium's worldwide clients and collection efforts.
Elysium Solutions continues to deliver best in class intelligence solutions to private and public companies in the United States and around the world. Mr. O'Shea is now in place to help grow this premium service.
Elysium Solutions consists of experienced public and private sector individuals with global acumen in human terrain and cyber intelligence, forensics, corporate investigations, security, legal, and financial complexities...
Hiring is a key part of realizing a corporate strategy, but not enough recruiters recognize their strategic significance, writes John Sullivan. Alignment is an insufficient goal, he argues. "Obviously there is nothing wrong with aligning, but if you really want to impress executives, you must raise the bar and instead target directly impacting the strategic goals that emanate from your corporate strategy," Sullivan write
10 action steps that will allow recruiting to become a strategic functionThe action steps are listed in the order in which they should be implemented.
Experts predict the Internet will become ‘like electricity’ — less visible, yet more deeply embedded in people’s lives for good and ill.
This report is part of an effort by the Pew Research Center’s Internet Project in association with Elon University’s Imagining the Internet Center to look at the future of the Internet, the Web, and other digital activities. This is the first of eight reports based on a canvassing of hundreds of experts about the future of such things as privacy, cybersecurity, the “Internet of things,” and net neutrality. In this case we asked experts to make their own predictions about the state of digital life by the year 2025
As you craft your competitive intelligence strategy, you must prepare to confront all types of competition if you want to be effective. But to do that you’ll need to understand the three most common types of competition you will face as a law firm or legal recruiter. Let’s take a closer look.
The same is true in the competitive intelligence research you do. You have to start somewhere. So you start. The first data that you collect is not only often given unnecessarily heavy weight, it often has an additional impact on your later research and analysis. If the first sets of data you collect begin to outline what appears to be a plausible situation, scenario ,or strategy, you then instinctively tend to look for and assimilate more quickly the data that supports that (only preliminary) synthesis.In other words, you can be trapped by what you hear or read first.
What we’re seeing is a market convergence of traditional BI and advanced analytics," said Haxholdt. "There is still a need to report on information, but what’s happening is a recognition that information needs to be more accurate, so analytics are a bigger part of the convergence trend."
The results of descriptive business intelligence and predictive analytics need to be more consumable by more people, she said. "As part of that trend, reporting technologies are being modernized to make it easier to understand data through techniques like data visualization and new means of reporting like viewing reports on mobile devices."
A successful internal competitive intelligence function will distill all available information to the most salient and actionable points, allowing key decision-makers to act faster and with greater confidence, but the road to establishing such a function can be confusing and challenging.
Empirical evidence over two decades demonstrates that companies with internal CI functions outperform peers without CI capabilities, responding more quickly and effectively to market threats and realizing benefits on innovation, cost control, revenue generation, and market share growth. Implementing a successful CI function, however, can be challenging, and your company risks setbacks such as inadequate IT infrastructure, internal conflicts, insufficient participation incentives, and limited training/mentoring programs.
Silos, org chart boxes and circles have nothing to do with the problems silo-busting is designed to achieve. Nor do you need an organization with silos—structurally segregated parts of the organization—to wind up with leaders, managers or workers forming groups that isolate them from the rest of the company. The problem has nothing to do with silos or org charts. It has everything to do with culture. A culture of collaboration can—and often does—thrive in organizations with robust structures.
Don't make rookie mistakes with your online presentation. Here are basic steps to ensure it's efficient and entertaining. You are in charge of a big project that needs lots of people to support you.
8. Set action steps. The time to start an action step list is not during the presentation itself. Ready this list before the presentation. When you are done with the basic information you can discuss the steps in an organized way and modify after you get feedback from the team. Make sure everyone is clear on what they need to take away from the presentation.
Leveraging the idea of gamification -- the use of game mechanics to facilitate problem solving -- has been widely popular for years and continues to attract attention for its real-world application. Gartner, a leading information technology research and advisory company, projected that by 2015 “more than 50 percent of organizations that manage innovation processes will gamify those processes.”
Wheaton’s interest in finding a symbiosis between gamification and intelligence studies research led him to focus his efforts on discovering a validation point that leverages game mechanics to support effective intelligence analysis. The launch of the Sirius Program, sponsored by the Intelligence Advanced Research Projects Activity (IARPA), a US research agency under the Director of National Intelligence, bolstered Wheaton’s existing research and further motivated him to pursue such efforts and see them to fruition.