Delaney Turner 270003RQ8K Delaney.Turner@ca.ibm.com | | Tags:  ibmbao iod11 | 0 Comments | 759 Visits
IOD started with kids playing with jigsaw puzzles and ended with naked baseball players.
I dare you to say that analytics isn't fun.
And transformative. And an absolute priority should you want to survive in these uncertain times. Over the past three days we've all seen and learned so much that it's sometimes difficult to recall the key themes. So I've presented them for you here, built as we've gone along learning to turn insight into action:
1. Mind the gap: The competitive and performance gap between analytics leaders and laggards is getting wider. The time to act is now. If you're just starting, start where it hurts the most. If you're on your way, take new steps to keep your momentum. Our business value assessment or Analytics Quotient Quiz will help you find your way.
2. Big data is a big deal. There's more of it every day. How much more? Exponentially more. In all forms, from every conceivable source. Learn to master the 3 'Vs' - Volume, Variety and Velocity - and use them to your advantage, or risk being buried by them, perhaps for good.
3. Commit to change, embrace the new: Last year's assumptions and last month's targets are history; focus on what will take you forward. Commitment to change has helped IBM survive for a full 100 years. Billy Beane overturned an entrenched century-old culture to redefine value and change the way his game was played. Your presence at IOD attests to your desire to change, too.
4. Paging Dr. Watson: Hospital readmissions are punitive for the provider and counterproductive for the patient. Incomplete data drives incorrect diagnoses. Medical errors cost real human lives. With our health care partners we've put Watson to work with real-world solutions to reverse these trends and eliminate these errors. With Watson's help doctors can better understand each patient in startling new detail and treat each patient in effective new ways.
5. Don't mess with Billy Beane's mom. If you're writing a book about a baseball GM who swears a lot, be prepared for her withering glare. Her son just doesn't talk like that.
6. No industry is immune from disruption. Urbanization. Changing citizen and customer expectations. Economic uncertainty. Increased regulations. Lots and lots of data. All are interconnected; all are hitting you on every side, all the time. Your task is to quantify the impact, assess the risk and harness opportunities in new and productive ways. On a planet that is instrumented, interconnected and intelligent there is no domain that is untouched by these forces. There is no domain where analytics - and IBM - cannot help. At IOD you've seen how we're doing precisely this.
7. Jeff Jonas is evil. Just look at the guy. Look at the way he dresses. Luckily, he's the charismatic, smart kind of evil you can't help but listen to, because you can feel yourself getting smarter the longer – and faster - he talks. Frankly, I'm glad he's on our side.
8. Got social? It's time to get serious about social media analytics. There's enough data out there and enough computational power to build predictive customer loyalty models based on blogs and tweets alone. That's along, long way from zip codes. Need the tools to get started? We have them, too.
9 .Congratulation, Ginni. Our soon-to-be President and CEO will take charge with IBM operating from a solid foundation and 'at the top of its game.' She's successful, she's thoughtful. She gets things done.
10. It's business, and it's personal. This is the age of the empowered consumer. They're demanding, they're patient and they're in control of your brand. If you want to win their business – and keep them coming back – you'll need to know more about them than their zip code. The data to do this is out there and so are the tools. The choice of how and when to use them is entirely up to you.
11. Kudos to the Mandalay Bay staff for keeping us fed and caffeinated. Greeting 11,000 bleary-eyed conference goers with a friendly smile before 9 AM is no easy task; yet to a person you outdo yourselves every single year.
Well, that's it from my end for this year's edition of Information On Demand 2011. As of right now, I'm taking what I believe to be a very necessary vacation. I'll return refreshed and recharged in two weeks. Safe travels, and see you next year.
Tweet this post using #iod11
Delaney Turner 270003RQ8K Delaney.Turner@ca.ibm.com | | Tags:  baforum | 0 Comments | 635 Visits
There's a fascinating article in the latest McKinsey Quarterly - one I'd deem essential reading before you head down to Vegas for Information On Demand 2011.
You have registered, right?
It's called The Second Economy and it's written by W. Brian Arthur, an economist, author, a visiting researcher with the Intelligent System Lab at the Palo Alto Research Center (PARC) and an external professor at the Santa Fe Institute.
The full article (including PDF download) is available here, and I've provided some excerpts below.
"Vast, automatic, invisible"
Arthur makes the argument that digitization is creating a "second" economy that's vast, automatic and invisible. In turn, this economy is driving the biggest change to our world since the Industrial Revolution:
In 1850, a decade before the Civil War, the United States’ economy was small—it wasn’t much bigger than Italy’s. Forty years later, it was the largest economy in the world. What happened in-between was the railroads. They linked the east of the country to the west, and the interior to both. They gave access to the east’s industrial goods; they made possible economies of scale; they stimulated steel and manufacturing—and the economy was never the same.
A Second Economy on a Smarter Planet?
As I read through the piece I was struck by how closely Arthur's Second Economy mirrors the attributes of a Smarter Planet - that is, one that's increasingly instrumented, interconnected and intelligent. Take, for example, the dramatic transformations we've seen in air travel:
Twenty years ago, if you went into an airport you would walk up to a counter and present paper tickets to a human being. That person would register you on a computer, notify the flight you’d arrived, and check your luggage in. All this was done by humans. Today, you walk into an airport and look for a machine. You put in a frequent-flier card or credit card, and it takes just three or four seconds to get back a boarding pass, receipt, and luggage tag. What interests me is what happens in those three or four seconds. The moment the card goes in, you are starting a huge conversation conducted entirely among machines. Once your name is recognized, computers are checking your flight status with the airlines, your past travel history, your name with the TSA1 (and possibly also with the National Security Agency). They are checking your seat choice, your frequent-flier status, and your access to lounges. This unseen, underground conversation is happening among multiple servers talking to other servers, talking to satellites that are talking to computers (possibly in London, where you’re going), and checking with passport control, with foreign immigration, with ongoing connecting flights. And to make sure the aircraft’s weight distribution is fine, the machines are also starting to adjust the passenger count and seating according to whether the fuselage is loaded more heavily at the front or back. Is this the biggest change since the Industrial Revolution? Well, without sticking my neck out too much, I believe so. In fact, I think it may well be the biggest change ever in the economy. It is a deep qualitative change that is bringing intelligent, automatic response to the economy. There’s no upper limit to this, no place where it has to end. [...] I think that for the rest of this century, barring wars and pestilence, a lot of the story will be the building out of this second economy, an unseen underground economy that basically is giving us intelligent reactions to what we do above the ground.Who benefits?
An economist and "pioneer in the science of complexity," Arthur also posits on the impact of this Second Economy on the nature of work:
The second economy will certainly be the engine of growth and the provider of prosperity for the rest of this century and beyond, but it may not provide jobs, so there may be prosperity without full access for many. This suggests to me that the main challenge of the economy is shifting from producing prosperity to distributing prosperity. [...] For centuries, wealth has traditionally been apportioned in the West through jobs, and jobs have always been forthcoming. When farm jobs disappeared, we still had manufacturing jobs, and when these disappeared we migrated to service jobs. With this digital transformation, this last repository of jobs is shrinking—fewer of us in the future may have white-collar business process jobs—and we face a problem.What's your role?
As the architects of your organization's own information networks, I'd argue that you have a direct hand in building this Second Economy. As the largest conference in the IBM Software universe, I'd also argue that Information On Demand is the ideal forum to discover these ideas and discuss the ways you can harness them to drive better outcomes on all fronts.
What do you think?
Leave a comment below, tweet using #IOD11 or visit the IOD Social Media Aggregator to join the discussion.
Tim O'Bryan 270001NMX7 email@example.com | | Tags:  strategyexecution businessanalytics | 0 Comments | 611 Visits
Exercise daily. Star in your own sitcom. Visit the Great Pyramids. Run a marathon. Go hand-gliding. Drive the Pacific Coast Highway. Climb K2. Attend the Winter Olym
Goals. They can be our rudder out in the high seas of life that give us purpose and direction.
For the ones that don’t ever get accomplished the reasons vary but for a lot of us the reason for the missed goal is as simple as, “life just gets in the way”. We get distracted with other tasks that seemed more pressing - and even more interesting.
One of the perennial goal making exercises we all go through is the New Year’s resolution...Do you even recall what your New Year’s resolution was this year??? Notice I said was and not is. That was intentional. :) So many things come up over time that these things just get buried until we finally forget them completely. Harmless usually. They're usually fun things we'd like to start or stop doing.
All well and good if these are personal goals but what about your work-related goals? Suddenly, it is much more important that they get accomplished. That’s for certain. Even more importantly, how are these work-related goals measured so you and others can track your progress? (Are they even meas
In a time where companies and ‘the Street’ are so margin conscious in expecting more to be accomplished with less resources, purposeful action by the workforce has never been more important. Ensuring a productive workforce operating efficiently is critical to survive and succeed in today’s marketplace.
I've seen many organizations successfully and unsuccessfully deploy this Strategy Execution business practice. When done right, a Strategy Execution Framework can do many performance enhancing things to improve a company's bottom line. This Framework has a foundation built around using a collaboratively defined set of KPIs for each individual employee. In this framework, these KPIs as displayed in a scorecard tool are collectively 'networked' and aligned to the rest of the workforce’s scorecards which can all be aggregated together showing a direct causal tie to the company’s top-line goals.
Said differently, whatever the top-line strategy is, the contributing components, i.e. sales, marketing, services, finance, product development, etc. including the individuals within those contributing components, have a common framework in place to ensure the organization is marching along to the beat of the same drummer and not playing their own songs as they see fit. Without this framework the company loses valuable horsepower through reduced productivity because the workforce isn't aligned and fully accountable for meeting enterprise strategy-supporting targets. As a result, you’ll have employees doing what they think are the right things without any accountability and inherent strategy alignment. Worse, what happens as the enterprise strategy changes? How quickly is your organization able to realign itself to course-correct the direction of the ship so it’s headed towards the new target??? What are the consequences if your competitors are adjusting more quickly to these changes?
Well, hopefully the reasons for getting started on this initiative are clear. Still, it's surprising that there are not many companies responding to the need for greater accountability, sharper alignment, and more nimble adaptability of its most important resource, its workforce.
So, what are some tips for getting started with this initiative? Well, there are some clear must-haves when starting a project like this including getting C-level executive spon
Perhaps if we all implemented more personal scorecards for accomplishing our New Year’s resolutions we might have a higher success rate at that too but that's for another time.
Hope you enjoyed.
Delaney Turner 270003RQ8K Delaney.Turner@ca.ibm.com | | Tags:  iod11 business_analytics | 0 Comments | 578 Visits
Business analytics, meet the blogosphere.
Blogosphere, meet business analytics.
I’m sure you’ll have lots to talk about.
It's a conversation that's long overdue and if you’re at all interested in getting in on it, I strongly suggest adding a few sessions from the Social Media & Customer Analytics track at Business Analytics Forum. It’s a new track this year, and – full disclosure here – the one I’m most interested in covering. Social media activity is driving explosive growth rates in unstructured data. And whether you’re working for a restaurant chain, a fashion brand or global technology vendor - you need to make sense of it all if you're going to stay in the game. These largely technical sessions will help IT professionals understand our current offerings (including IBM Cognos Consumer Insight, IBM SPSS Modeler and IBM Coremetrics) and how business professionals can use them to create more targeted marketing strategies, build predictive models that reduce churn and that ultimately transform all that unruly data into actionable insights.
Like business intelligence, all over again
Your reasons for pursuing a social analytics strategy should be a lot like the ones you used to pursue business intelligence in the first place: too much data in too many places that take too long to report on, for too little insight. The only difference is that now, all the data lies on the other side of the firewall. And much like your first business intelligence deployment revealed opportunities to cut costs, boost revenue and manage risk, your social analytics deployment will help you build a strategy to analyze sentiment, identify influencers and turn customers' frowns upside down.
The full track session listing starts on page 46 of your Business Analytics Forum Guide, but I’ve provided a few highlights below. Feel free to add them to your SmartSite Agenda Builder today:
While we're on the topic of social networks, don't forget to expand your own network in person while you're there:
if you can’t wait until October and would like a head start, why not sign up for our August 25 Webcast? It’s called “Making Chatter Matter: Monetizing Social Media Through Analytics.” It features Don Pepper and Graham Mackintosh and it will show you how to move from seeing social media as a “shiny object” toward an integrated element of your customer interaction strategy.
We’re less than two weeks away from the IOD Early Bird deadline of Aug. 31. Ready to register? Click here.
We are conducting a BICC research study over the next month. If you have any information you would like to share on BICC org structures or any other best practices and/or would like to be a part of this research study, please drop me a line here.
Some of the preliminary content we will be looking at for the research study include:
I would be happy to hear any feedback/comments on this research study, drop me a line on this thread and I will contact you for more information.
Delaney Turner 270003RQ8K Delaney.Turner@ca.ibm.com | | Tags:  iod11 baforum | 0 Comments | 505 Visits
How did you greet the new and improved Facebook? If you took to Facebook to complain about Facebook and demanded the old Facebook come back, you certainly weren't alone. Last Tuesday's rollout drew what could be a record amount of complaints from the site's 750 million users.
Don't blame Mark Zuckerberg, though. Blame your ancestors instead.
Our brain is a "prediction machine"
According to Huffington Post blogger Michael Taft, the reasons for this response date back millions of years, when our cave-dwelling ancestors faced a daily fight to survive:
Life evolved to gather energy resources, and the purpose of our advanced brains is to predict availability of resources (e.g., benefits) and possible loss of energy resources (e.g., threats). If we think of the brain as a prediction machine (a reductive but useful model), it follows that the brain likes to be correct about its predictions and dislikes being incorrect. [...] Failing at prediction is actually perceived as a threat to the organism (however slightly or subconsciously), and so any surprises or unanticipated changes seem menacing.
In short: we depend on predictions to survive. Being right makes us happy. And we get awfully cranky when our predictions turn out wrong. The fact that so many people (myself included) expressed so much frustration illustrates just how deeply embedded Facebook has become in our daily lives. Facebook's front page is a window on our world. Overnight, many felt that window had been replaced with a cruel hall of mirrors.
This dynamic doesn't just apply to Facebook. Taft sees the same phenomenon in at play in the fear that often greets new ideas. It also helps explain why we derive so much pleasure from watching movies we know by heart:
Our brains are highly optimized to anticipate outcomes and feel satisfaction and joy when we are proven right. This is why we like to re-encounter favorite movies and books again and again over the years and derive pleasure from them each time.
Finding our "sweet spot"
Taft isn't recommending we rely entirely on predictable events, which would leave us incapable of responding to change of any kind. Instead, he points to a "sweet spot" of challenge and ability where we can operate at our peak powers. Psychologist Mihaly Csikszentmihalyi refers to it as flow:
Csiksentmihalyi defines flow as “a state in which people are so involved in an activity that nothing else seems to matter; the experience is so enjoyable that people will continue to do it even at great cost, for the sheer sake of doing it.” He identifies a number of different elements involved in achieving flow:
The analytics-driven organization
Csikszentmihalyi is one of the pioneers of the scientific study of happiness. But to my ears this happy state of flow also sounds a lot like that of an analytics-driven organization - the kind you can build with the IBM solutions you're going to see down at Information On Demand next month in Las Vegas. In the hundreds upon hundreds of breakout sessions and EXPO demonstrations you'll see how you can add the capabilities to make your outcomes a little more predictable. You'll see how to enable your workforce to better manage the relentless pace of change. And you'll see how turning insight into action makes everyone that much happier.
Change may not be pleasant, but it's the only way we know of to move forward. On a smarter planet, smarter software can mitigate the pain and help you move forward as well. And besides, we've been through all of this before and come out the better for it. The question to you now is, are you ready to move forward as well?