The U.S. intelligence community wants feedback from the innovative car-sharing company and other commercial startups on its 5-year data-analysis roadmap. The intelligence community this month quietly released an unprecedented, unclassified five-year-roadmap charting the future of data analysis it wants commercial startups like ride-sharing firm Uber to read. The chart, part of a larger science and technology strategy, is aimed at encouraging unconventional makers like the car service app-developer and traditional tech contractors to help fund answers to oncoming national security problems. The roadmap is an outgrowth of spring workshops with 40 companies that do classified work and a government analysis of the intelligence community’s science and technology needs.
Last week, law firm competitive intelligence professionals gathered in New York City. It was clear there were some who had been in this industry for their entire career, some who have experience but will certainly see more growth, and some who have just recently been introduced. But all seemed to agree that competitive intelligence within law firms is here to stay. The opening presenter, Zena Applebaum, offered her industry insight as she has seen CI evolve. She proposed that Client Intelligence is the new CI, and others in the room certainly agreed
The network effect, which describes how services and technologies become more valuable as more people use them, has driven the success of many internet companies. But it is not confined to the tech sector. One group of high-growth consumer brands, in particular, has been harnessing the power of the “brand network effect,” by leveraging technology to build large, passionate online communities around their products. And as these communities grow, their branding becomes exponentially more powerful.The advertising guru David Jones dubbed this mixing of branding and technology as “brandtech.”
This past May, I found myself at a conference unlike any other I’d ever attended. What made it so different was the way people were interacting.According to Nadia Lakhdari, vice president of content and creation for the event, C2 Montreal, this is the future of conference networking. “A big reason we go to conferences is for the sense of community, to make personal connections and build relationships,” she explains. “We want to move people beyond sharing business cards at the coffee break, or, worse, just standing around staring at their phones.”
In the fall of 2014, the HBS-HMS Forum on Health Care Innovation launched the inaugural Health Acceleration Challenge — a “scale up” competition that focuses on compelling solutions to problems in health care delivery that have already been implemented at a small scale and have the potential for wider dissemination.The contest produced some useful innovations. Many of them are easily adoptable by other organizations, proving our assertion that there is no shortage of innovations in health care; rather the problem is that they take too long to be adopted by others.There is a large body of research on the factors that make the diffusion of new innovations difficult in the health care industry, including:
There is no question that the media industry is experiencing dramatic disruption on many fronts—in the way it creates content, distributes content to consumers, and monetizes audiences. These changes are driven by seismic shifts in consumer behavior and an explosion of both consumer- and B2B-facing technologies. The disruption reveals itself in the fast growth of newer content brands like Refinery29 and Vice, the increased use of technologies like Outbrain and Taboola to drive traffic, and the growth of programmatic approaches to advertising revenue. As we reflect on disruption across the industry there are key strategic questions, all of which fundamentally consider balance:
Entrepreneurs and startups play an important role in driving economic growth and job creation. In a 2014 report for the G20 Young Entrepreneurs' Alliance, Accenture estimated that digital entrepreneurs could create 10 million youth jobs in the next five years. Yet despite the mythology that has built up around the disruptive power of startups, the overwhelming majority will need to leverage the market power and scale of larger, established enterprises if they are to be truly successful. For their part, large companies are feeling pressure to innovate and become more entrepreneurial, yet find their culture and structures getting in the way. These two kinds of organizations—entrepreneurs/startups and large enterprises—need to combine their respective, distinctive capabilities and collaborate in new ways in the digital era. The question is: How?
The Internet of Things puts digital information to work in the world. Use the interactive graphic below to explore our insights on the IoT and how these insights connect to specific industries, business issues, roles, and essential concepts. Or scroll down for a complete list of articles.
according to a new study, companies don’t have to rely on perfect timing — provided they carefully leverage the strengths of their internal resources against the local advantages of the target market. In this way, less-than-favorable contexts can still breed successful ventures into emerging markets.The study’s author analyzed the stock market performance of almost 250 U.S. companies in a variety of industries that entered large emerging markets. He also compared the data to a secondary set of both U.S.-based and non-U.S.-based companies.
Europe's top court, the Court of Justice of the European Union (CJEU), has struck down the 15-year-old Safe Harbour agreement that allowed the free flow of information between the US and EU. The most significant repercussion of this ruling is that American companies, such as Facebook, Google, and Twitter, may not be allowed to send user data from Europe back to the US..
how they plan to grow in the banking and securities market. Most respond by speaking about the strength of their solutions and the abilities of their people. They share that they have used these to deliver successfully at their clients and that they expect to do more of this to grow. Many also assure me that their delivery is superior to their competitors. Further, they mention their investments to improve the breadth and depth of their coverage across business functions, geographies and technologies. There is nothing wrong with great execution or expansion. Excellence in execution is important and you will need it to survive and grow, but do not confuse it as having a good strategy.
Increasingly reliant on each other for sustainable economic growth, the United States and China have fallen into a classic codependency trap, bristling at changes in the rules of engagement. The symptoms of this insidious pathology were on clear display during Chinese President Xi Jinping’s recent visit to America. Little was accomplished, and the path ahead remains treacherous..
Performing a bit of journalistic investigation into the organization's business situation will help provide a Data Scientist with the necessary context for their Data Science project right off the top. Getting background facts on the business will help the Data Scientist know what he or she is getting involved in – in the truest sense. This may not be obvious to the Data Scientist at first, but learning background facts about the business helps to uncover details that will round out one's understanding of what the business has determined it needs as it relates to the Data Science project. Through this process, information on identifying resources most certainly bubbles to the surface. The takeaway: even if a Data Scientist has worked at the organization for years, this critical step should not be skipped. The business background is a dynamic concept that speaks to the circumstances or situation prevailing at a particular time – it should not be looked at as part of a one-and-done process
The Internet of Things and the ambient intelligence it generates can solve problems by getting the right information to the right place at the right time. New developments and curiosities from a changing global media landscape: People, Spaces, Deliberation brings trends and events to your attention that illustrate that tomorrow’s media environment will look very different from today’s, and will have little resemblance to yesterday’s. Tech gurus have been discussing the growing presence of the Internet of Things, the wiring together of all our devices, as well as predicting how it might create “ambient intelligence”. Ambient intelligence refers to electronic environments that are sensitive and responsive to the presence of people. Within these environments, systems could sense what the human inhabitant needs and deliver it without being requested to do. Ambient intelligence is the amalgamation of neural networks, big data, IoT, wearables, and device user interfaces into services that can automate processes and make recommendations to improve the users’ quality of life.
Technological innovation is the key to a competitive and growing economy, unlocking major productivity gains and allowing companies to move towards higher value-added activities. The World Economic Forum’s Global Competitiveness Report 2015-16 evaluates 140 of the world’s economies on various measures of innovation – including the quality of scientific research institutions and spending on research and development – to produce an overall global ranking.
Traditionally, the private sector’s response to geopolitical situations has essentially been to view them as intractable external situations, seeking to minimize downside risks while hoping it will all blow over. According to a 2011 study by Wharton Business School, the geopolitical risk strategy favored by most companies is to “avoid investing” in volatile places, followed by “diversification”. However, as the world becomes more hyperconnected, such strategies become less and less effective. Volatility in one place can quickly impact others – and avoiding investment in potentially volatile places may be tantamount to leaving money on the table.
Many discussions of strategy revolve around companies. But what about the people who develop corporate strategies? How can executives develop their skills as strategists? There’s no better way than to learn from the masters. That’s the idea behind a recent book by David B. Yoffie at Harvard Business School, and Michael A. Cusumano at the MIT Sloan School of Management. Yoffie and Cusumano have studied or worked closely with some of the world’s leading technology executives. In their book, Strategy Rules: Five Timeless Lessons From Bill Gates, Andy Grove, and Steve Jobs (HarperCollins, 2015), Yoffie and Cusumano explore strategy insights drawn from the careers of the former CEOs of Microsoft Corp., Intel Corp., and Apple Inc. MIT Sloan Management Review editorial director Martha E. Mangelsdorf spoke with Yoffie and Cusumano about what executives can learn from Gates, Grove, and Jobs about mastering the art of strategy. What follows is an edited and condensed version of that conversation.
It’s a fabled story about a janitor’s exchange with President Kennedy during the early days of NASA: “What do you do?” the president supposedly asked the man with a broom during a visit to Cape Canaveral.“Well, Mr. President, I’m helping to put a man on the moon.” This meeting may not have actually taken place. But there’s a good reason it’s one of the most commonly-repeated management anecdotes: it illustrates the idea that a workforce motivated by a strong sense of higher purpose is essential to engagement. A survey by Calling Brands found that working for an organization with a clearly defined purpose is second only to pay and benefits in importance for employees, and ranks ahead of promotion opportunities, job responsibilities, and work culture. Two-thirds said a higher purpose would motivate them to go the extra mile in their jobs. A similar study by Net Impact showed that almost half of today’s workforce would take a 15% pay cut to work for an organization with an inspiring purpose.
The communication paradigm has shifted from analog to digital. This revolutionary change has outpaced the evolution of organizational setups and infrastructures still present in most companies. Effectiveness and speed are key to serving the new digital reality. Global Swiss bank UBS, world’s largest wealth manager, is partnering with Accenture and Swisscom on a scalable operating model paired with a tailored platform for best-in-class marketing operations.
It’s always been essential for shipping companies to keep track of where everything is, and Internet of Things applications have made that easier. But the IoT is also expanding the ways in which T&L firms function—cutting costs, increasing efficiency, and creating new revenue possibilities.
Unfortunately, the bailout package and proposed structural reforms don’t fully address the root cause of Greece’s economic problems. Throughout the crisis, various camps have debated institutional and economic reforms — which are certainly an important part of any resolution. But there’s been little discussion about the third discipline that should inform any sound recovery plan: strategic management to create competitive world-class firms.
The first thing you need to do to get an irrational person to behave rationally is to calm yourself down so that you don’t escalate the situation with your own irrational and emotional reaction. If you’re viewing a person as irrational, it means they’ve already succeeded in getting you upset enough to take something they’re doing or saying too personally when you shouldn’t. When that happens, a part of your middle emotional brain called the amygdala will hijack you away from thinking rationally and responding accordingly. It does so by blocking you from accessing your upper rational brain to evaluate the situation. Thinking of someone as irrational can mean you’re feeling as if they are intentionally acting in some way just to get you upset — and then you react by becoming upset. Alternatively, if you view them as merely not rational, and don’t take their behavior personally, you will be able to take your emotionality out of the equation.
Yesterday I had the pleasure of being invited back by Tableau to deliver a second webinar of this year. The talk was titled 'Data Visualisation Literacy: Learning to See' and I discussed some of the findings and reflections from our work on the Seeing Data research project, looking at the implications for readers and creators, and integrated these with some of the notions I've been working on with my book about what 'understanding' means for visualisation.
As retailers gear up for the busy holiday season, one of the most important questions lingering in the crisp air is "What should I be stocking?" While each vertical will have its own trendy items, what remains true throughout is the importance of competitive data and assortment intelligence in the inventory planning process. Wiser's latest infographic gives retailers the information they need to maintain an optimized inventory to maximize sales
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