Understanding Indian Govt attitude to Iran and Iraq wars

This is a collection of links for a geo-strategic analysis, and the economics of wars and allies. The author neither condones nor condemns current global dynamics in the balance of power.

nations don’t have friends or enemies…nations only have interests

In 2003

The war in Iraq had a unique Indian angle right at the beginning. Some members of the US administration felt they needed more troops in Iraq, and they started negotiating with India. Those negotiations broke down because the Indians wanted to fight under the UN flag and on MONEY!!

India wanted-

  • More money per soldier deployed,
  • more share in post War Oil Contracts,
  • better diplomatic subtlety
Govt changed in India due to elections in2003 (Muslim voters are critical in any govt forming majority party), and the Iraq war ran its tragic course without any Indian explicit support.
In 26 Nov 2008, Islamic Terrorists killed US, Indian and Israeli citizens in terror strikes in Mumbai Sieze- thus proving that appeasing terrorist nations is just riding a tiger.

http://articles.timesofindia.indiatimes.com/2003-06-13/india/27203305_1_stabilisation-force-indian-troops-pentagon-delegation

NEW DELHI: There will be a lot a Iraq on the menu over the weekend before the Pentagon team arrives here on Monday to talk India into sending troops to the war-torn nation.

http://articles.timesofindia.indiatimes.com/2003-07-28/india/27176989_1_troops-issue-stabilisation-force-defence-policy-group

Jul 28, 2003, 01.28pm IST

NEW DELHI: Chairman of the US Joint Chiefs of Staff Gen Richard B Myers, who is arriving here on Monday evening on a two-day visit, will request India to reconsider its decision on sending troops to Iraq.

and

Jul 29, 2003, 07.00pm IST

NEW DELHI: Though Gen Myers flatly denied his visit had anything to do with persuading India to send troops to Iraq, it is evident that the US desperately wants Delhi to contribute a division-level force of over 15,000 combat soldiers.

http://articles.timesofindia.indiatimes.com/2003-09-10/india/27176101_1_stabilisation-force-force-under-american-control-regional-dialogue

Sep 10, 2003, 05.34pm IST

NEW DELHI: Even as the US-drafted resolution on Iraq is being heatedly debated in many countries, American Assistant Secretary of State for South Asia Christina Rocca held a series of meetings with External Affairs Ministry officials on Wednesday.

Though it was officially called “a regional dialogue”, the US request to contribute a division-level force of over 15,000 combat soldiers to the “stabilisation force” in Iraq is learnt to have figured in the discussions.

The penny wise -pound foolish attitude of then Def Secretary Rumsfield led to break down in negotiations.

“Those who fail to learn from history are doomed to repeat it.” Sir Winston Churchill

In 2012

Indian govt again faces elections and we have 150 million Muslim voters just like other countries have influential lobbies.

and while Israelis are being targeted again in attacks in India-

India is still seeking money-

India has struck a defiant tone over new financial sanctions imposed by the United States and European Union to punish Iran for its nuclear programme, coming up with elaborate trade and barter arrangements to pay for oil supplies.

However, the president of the All India Rice Exporters’ Association, said Monday’s attack on the wife of an Israeli diplomat in the Indian capital will damage trade with Iran and may complicate efforts to resolve an impasse over Iranian defaults on payments for rice imports worth around $150 million.

http://timesofindia.indiatimes.com/india/Unfazed-by-US-sanctions-India-to-step-up-ties-with-Iran/articleshow/11887691.cms

India buys $ 5  billion worth of oil from Iran. Annually. Clearly it is a critical financial trading partner to Iran.

It has now gotten extra sops from Iran to continue trading-and is now waiting for a sweeter monetary offer from US and/or Israel to even consider thinking about going through the pain of unchanging the inertia of ties with Iran.

There are some aspects of political corruption as well, as Indian political establishment  is notoriously prone to corruption by lobbyists (apparently there   is a global war on lobbyists that needs to happen)

http://timesofindia.indiatimes.com/india/Unfazed-by-US-sanctions-India-to-step-up-ties-with-Iran/articleshow/11887691.cms

 Feb 14, 2012, 05.54PM ISTUnfazed by US sanctions, India to step up ties with Iran
India is set to ramp up its energy and business ties with Iran. (AFP Photo)
NEW DELHI: Unfazed by US sanctions and Israel linking Tehran to the attack on an Israeli embassy car here, India is set to ramp up its energy and business ties with Iran, with a commerce ministry team heading to Tehran to explore fresh business opportunities. 

The team is expected to go to Tehran later this month to discuss steps to expand India’s trade with Iran, part of a larger strategy to pay for Iranian oil, said highly-placed sources. 

Despite the US and European Union sanctions on Iran, India recently sealed a payment mechanism under which Indian companies will pay for 45 percent of their crude oil imports from Iran in rupees. 

So diplomats with argue over money in Israel, Indian and US while terrorists will kill.

Against Stupidity- The Gods Themselves -Contend in Vain

Jill Dyche on 2012

In part 3 of the series for predictions for 2012, here is Jill Dyche, Baseline Consulting/DataFlux.

Part 2 was Timo Elliot, SAP at http://www.decisionstats.com/timo-elliott-on-2012/ and Part 1 was Jim Kobielus, Forrester at http://www.decisionstats.com/jim-kobielus-on-2012/

Ajay: What are the top trends you saw happening in 2011?

 

Well, I hate to say I saw them coming, but I did. A lot of managers committed some pretty predictable mistakes in 2011. Here are a few we witnessed in 2011 live and up close:

 

1.       In the spirit of “size matters,” data warehouse teams continued to trumpet the volumes of stored data on their enterprise data warehouses. But a peek under the covers of these warehouses reveals that the data isn’t integrated. Essentially this means a variety of heterogeneous virtual data marts co-located on a single server. Neat. Big. Maybe even worthy of a magazine article about how many petabytes you’ve got. But it’s not efficient, and hardly the example of data standardization and re-use that everyone expects from analytical platforms these days.

 

2.       Development teams still didn’t factor data integration and provisioning into their project plans in 2011. So we saw multiple projects spawn duplicate efforts around data profiling, cleansing, and standardization, not to mention conflicting policies and business rules for the same information. Bummer, since IT managers should know better by now. The problem is that no one owns the problem. Which brings me to the next mistake…

 

3.       No one’s accountable for data governance. Yeah, there’s a council. And they meet. And they talk. Sometimes there’s lunch. And then nothing happens because no one’s really rewarded—or penalized for that matter—on data quality improvements or new policies. And so the reports spewing from the data mart are still fraught and no one trusts the resulting decisions.

 

But all is not lost since we’re seeing some encouraging signs already in 2012. And yes, I’d classify some of them as bona-fide trends.

 

Ajay: What are some of those trends?

 

Job descriptions for data stewards, data architects, Chief Data Officers, and other information-enabling roles are becoming crisper, and the KPIs for these roles are becoming more specific. Data management organizations are being divorced from specific lines of business and from IT, becoming specialty organizations—okay, COEs if you must—in their own rights. The value proposition for master data management now includes not just the reconciliation of heterogeneous data elements but the support of key business strategies. And C-level executives are holding the data people accountable for improving speed to market and driving down costs—not just delivering cleaner data. In short, data is becoming a business enabler. Which, I have to just say editorially, is better late than never!

 

Ajay: Anything surprise you, Jill?

 

I have to say that Obama mentioning data management in his State of the Union speech was an unexpected but pretty powerful endorsement of the importance of information in both the private and public sector.

 

I’m also sort of surprised that data governance isn’t being driven more frequently by the need for internal and external privacy policies. Our clients are constantly asking us about how to tightly-couple privacy policies into their applications and data sources. The need to protect PCI data and other highly-sensitive data elements has made executives twitchy. But they’re still not linking that need to data governance.

 

I should also mention that I’ve been impressed with the people who call me who’ve had their “aha!” moment and realize that data transcends analytic systems. It’s operational, it’s pervasive, and it’s dynamic. I figured this epiphany would happen in a few years once data quality tools became a commodity (they’re far from it). But it’s happening now. And that’s good for all types of businesses.

 

About-

Jill Dyché has written three books and numerous articles on the business value of information technology. She advises clients and executive teams on leveraging technology and information to enable strategic business initiatives. Last year her company Baseline Consulting was acquired by DataFlux Corporation, where she is currently Vice President of Thought Leadership. Find her blog posts on www.dataroundtable.com.

Timo Elliott on 2012

Continuing the DecisionStats series on  trends for 2012, Timo Elliott , Technology Evangelist  at SAP Business Objects, looks at the predictions he made in the beginning of  2011 and follows up with the things that surprised him in 2011, and what he foresees in 2012.

You can read last year’s predictions by Mr Elliott at http://www.decisionstats.com/brief-interview-timo-elliott/

Timo- Here are my comments on the “top three analytics trends” predictions I made last year:

(1) Analytics, reinvented. New DW techniques make it possible to do sub-second, interactive analytics directly against row-level operational data. Now BI processes and interfaces need to be rethought and redesigned to make best use of this — notably by blurring the distinctions between the “design” and “consumption” phases of BI.

I spent most of 2011 talking about this theme at various conferences: how existing BI technology israpidly becoming obsolete and how the changes are akin to the move from film to digital photography. Technology that has been around for many years (in-memory, column stores, datawarehouse appliances, etc.) came together to create exciting new opportunities and even generally-skeptical industry analysts put out press releases such as “Gartner Says Data Warehousing Reaching Its Most Significant Inflection Point Since Its Inception.” Some of the smaller BI vendors had been pushing in-memory analytics for years, but the general market started paying more attention when megavendors like SAP started painting a long-term vision of in-memory becoming a core platform for applications, not just analytics. Database leader Oracle was forced to upgrade their in-memory messaging from “It’s a complete fantasy” to “we have that too”.

(2) Corporate and personal BI come together. The ability to mix corporate and personal data for quick, pragmatic analysis is a common business need. The typical solution to the problem — extracting and combining the data into a local data store (either Excel or a departmental data mart) — pleases users, but introduces duplication and extra costs and makes a mockery of information governance. 2011 will see the rise of systems that let individuals and departments load their data into personal spaces in the corporate environment, allowing pragmatic analytic flexibility without compromising security and governance.

The number of departmental “data discovery” initiatives continued to rise through 2011, but new tools do make it easier for business people to upload and manipulate their own information while using the corporate standards. 2012 will see more development of “enterprise data discovery” interfaces for casual users.

(3) The next generation of business applications. Where are the business applications designed to support what people really do all day, such as implementing this year’s strategy, launching new products, or acquiring another company? 2011 will see the first prototypes of people-focused, flexible, information-centric, and collaborative applications, bringing together the best of business intelligence, “enterprise 2.0”, and existing operational applications.

2011 saw the rise of sophisticated, user-centric mobile applications that combine data from corporate systems with GPS mapping and the ability to “take action”, such as mobile medical analytics for doctors or mobile beauty advisor applications, and collaborative BI started becoming a standard part of enterprise platforms.

And one that should happen, but probably won’t: (4) Intelligence = Information + PEOPLE. Successful analytics isn’t about technology — it’s about people, process, and culture. The biggest trend in 2011 should be organizations spending the majority of their efforts on user adoption rather than technical implementation.

Unsurprisingly, there was still high demand for presentations on why BI projects fail and how to implement BI competency centers.  The new architectures probably resulted in even more emphasis on technology than ever, while business peoples’ expectations skyrocketed, fueled by advances in the consumer world. The result was probably even more dissatisfaction in the past, but the benefits of the new architectures should start becoming clearer during 2012.

What surprised me the most:

The rapid rise of Hadoop / NoSQL. The potentials of the technology have always been impressive, but I was surprised just how quickly these technology has been used to address real-life business problems (beyond the “big web” vendors where it originated), and how quickly it is becoming part of mainstream enterprise analytic architectures (e.g. Sybase IQ 15.4 includes native MapReduce APIs, Hadoop integration and federation, etc.)

Prediction for 2012:

As I sat down to gather my thoughts about BI in 2012, I quickly came up with the same long laundry list of BI topics as everybody else: in-memory, mobile, predictive, social, collaborative decision-making, data discovery, real-time, etc. etc.  All of these things are clearly important, and where going to continue to see great improvements this year. But I think that the real “next big thing” in BI is what I’m seeing when I talk to customers: they’re using these new opportunities not only to “improve analytics” but also fundamentally rethink some of their key business processes.

Instead of analytics being something that is used to monitor and eventually improve a business process, analytics is becoming a more fundamental part of the business process itself. One example is a large telco company that has transformed the way they attract customers. Instead of laboriously creating a range of rate plans, promoting them, and analyzing the results, they now use analytics to automatically create hundreds of more complex, personalized rate plans. They then throw them out into the market, monitor in real time, and quickly cull any that aren’t successful. It’s a way of doing business that would have been inconceivable in the past, and a lot more common in the future.

 

About

 

Timo Elliott

Timo Elliott is a 20-year veteran of SAP BusinessObjects, and has spent the last quarter-century working with customers around the world on information strategy.

He works closely with SAP research and innovation centers around the world to evangelize new technology prototypes.

His popular Business Analytics blog tracks innovation in analytics and social media, including topics such as augmented corporate reality, collaborative decision-making, and social network analysis.

His PowerPoint Twitter Tools lets presenters see and react to tweets in real time, embedded directly within their slides.

A popular and engaging speaker, Elliott presents regularly to IT and business audiences at international conferences, on subjects such as why BI projects fail and what to do about it, and the intersection of BI and enterprise 2.0.

Prior to Business Objects, Elliott was a computer consultant in Hong Kong and led analytics projects for Shell in New Zealand. He holds a first-class honors degree in Economics with Statistics from Bristol University, England

Timo can be contacted via Twitter at https://twitter.com/timoelliott

 Part 1 of this series was from James Kobielus, Forrestor at http://www.decisionstats.com/jim-kobielus-on-2012/

Jim Kobielus on 2012

Jim Kobielus revisits the predictions he made in 2011 (and a summary of 2010) , and makes some fresh ones for 2012. For technology watchers, this is an article by one of the gurus of enterprise software.

 

All of those trends predictions (at http://www.decisionstats.com/brief-interview-with-james-g-kobielus/ ) came true in 2011, and are in full force in 2012 as well.Here are my predictions for 2012, and the links to the 3 blogposts in which I made them last month:

 

The Year Ahead in Next Best Action? Here’s the Next Best Thing to a Crystal Ball!

  • The next-best-action market will continue to coalesce around core solution capabilities.
  • Data scientists will become the principal application developers for next best action.
  • Real-world experiments will become the new development paradigm in next best action.

The Year Ahead in Advanced Analytics? Advances on All Fronts!

  • Open-source platforms will expand their footprint in advanced analytics.
  • Data science centers of excellence will spring up everywhere.
  • Predictive analytics and interactive exploration will enter the mainstream BI user experience:

The Year Ahead In Big Data? Big, Cool, New Stuff Looms Large!

  • Enterprise Hadoop deployments will expand at a rapid clip.
  • In-memory analytics platforms will grow their footprint.
  • Graph databases will come into vogue.

 

And in an exclusive and generous favor for DecisionStats, Jim does some crystal gazing for the cloud computing field in 2012-

Cloud/SaaS EDWs will cross the enterprise-adoption inflection point. In 2012, cloud and software-as-a-service (SaaS) enterprise data warehouses (EDWs), offered on a public subscription basis, will gain greater enterprise adoption as a complement or outright replacement for appliance- and software-based EDWs. A growing number of established and startup EDW vendors will roll out cloud/SaaS “Big Data” offerings. Many of these will supplement and extend RDBMS and columnar technologies with Hadoop, key-value, graph, document, and other new database architectures.

About-

http://www.forrester.com/rb/analyst/james_kobielus

James G. Kobielus James G. Kobielus
Senior Analyst

RESEARCH FOCUS

 

James serves Business Process & Application Development & Delivery Professionals. He is a leading expert on data warehousing, predictive analytics, data mining, and complex event processing. In addition to his core coverage areas, James contributes to Forrester’s research in business intelligence, data integration, data quality, and master data management.

 

PREVIOUS WORK EXPERIENCE

 

James has a long history in IT research and consulting and has worked for both vendors and research firms. Most recently, he was at Current Analysis, an IT research firm, where he was a principal analyst covering topics ranging from data warehousing to data integration and the Semantic Web. Prior to that position, James was a senior technical systems analyst at Exostar (a hosted supply chain management and eBusiness hub for the aerospace and defense industry). In this capacity, James was responsible for identifying and specifying product/service requirements for federated identity, PKI, and other products. He also worked as an analyst for the Burton Group and was previously employed by LCC International, DynCorp, ADEENA, International Center for Information Technologies, and the North American Telecommunications Association. He is both well versed and experienced in product and market assessments. James is a widely published business/technology author and has spoken at many industry events.

Contact –

Twitter: http://twitter.com/jameskobielus

SAS Institute Financials 2011

SAS Institute has release it’s financials for 2011 at http://www.sas.com/news/preleases/2011financials.html,

Revenue surged across all solution and industry categories. Software to detect fraud saw a triple-digit jump. Revenue from on-demand solutions grew almost 50 percent. Growth from analytics and information management solutions were double digit, as were gains from customer intelligence, retail, risk and supply chain solutions

AJAY- and as a private company it is quite nice that they are willing to share so much information every year.

The graphics are nice ( and the colors much better than in 2010) , but pie-charts- seriously dude there is no way to compare how much SAS revenue is shifting across geographies or even across industries. So my two cents is – lose the pie charts, and stick to line graphs please for the share of revenue by country /industry.

In 2011, SAS grew staff 9.2 percent and reinvested 24 percent of revenue into research and development

AJAY- So that means 654 million dollars spent in Research and Development.  I wonder if SAS has considered investing in much smaller startups (than it’s traditional strategy of doing all research in-house and completely acquiring a smaller company)

Even a small investment of say 5-10 million USD in open source , or even Phd level research projects could greatly increase the ROI on that.

That means

Analyzing a private company’s financials are much more fun than a public company, and I remember the words of my finance professor ( “dig , dig”) to compare 2011 results with 2010 results.

http://www.sas.com/news/preleases/2010financials.html

The percentage invested in R and D is exactly the same (24%) and the percentages of revenue earned from each geography is exactly the same . So even though revenue growth increased from 5.2 % to 9% in 2011, both the geographic spread of revenues and share  R&D costs remained EXACTLY the same.

The Americas accounted for 46 percent of total revenue; Europe, Middle East and Africa (EMEA) 42 percent; and Asia Pacific 12 percent.

Overall, I think SAS remains a 35% market share (despite all that noise from IBM, SAS clones, open source) because they are good at providing solutions customized for industries (instead of just software products), the market for analytics is not saturated (it seems to be growing faster than 12% or is it) , and its ability to attract and retain the best analytical talent (which in a non -American tradition for a software company means no stock options, job security, and great benefits- SAS remains almost Japanese in HR practices).

In 2010, SAS grew staff by 2.4 percent, in 2011 SAS grew staff by 9 percent.

But I liked the directional statement made here-and I think that design interfaces, algorithmic and computational efficiencies should increase analytical time, time to think on business and reduce data management time further!

“What would you do with the extra time if your code ran in two minutes instead of five hours?” Goodnight challenged.

Quantitative Modeling for Arbitrage Positions in Ad KeyWords Internet Marketing

Assume you treat an ad keyword as an equity stock. There are slight differences in the cost for advertising for that keyword across various locations (Zurich vs Delhi) and various channels (Facebook vs Google) . You get revenue if your website ranks naturally in organic search for the keyword, and you have to pay costs for getting traffic to your website for that keyword.
An arbitrage position is defined as a riskless profit when cost of keyword is less than revenue from keyword. We take examples of Adsense  and Adwords primarily.
There are primarily two types of economic curves on the foundation of which commerce of the  internet  resides-
1) Cost Curve- Cost of Advertising to drive traffic into the website  (Google Adwords, Twitter Ads, Facebook , LinkedIn ads)
2) Revenue Curve – Revenue from ads clicked by the incoming traffic on website (like Adsense, LinkAds, Banner Ads, Ad Sharing Programs , In Game Ads)
The cost and revenue curves are primarily dependent on two things
1) Type of KeyWord-Also subdependent on
a) Location of Prospective Customer, and
b) Net Present Value of Good and Service to be eventually purchased
For example , keyword for targeting sales of enterprise “business intelligence software” should ideally be costing say X times as much as keywords for “flower shop for birthdays” where X is the multiple of the expected payoffs from sales of business intelligence software divided by expected payoff from sales of flowers (say in Location, Daytona Beach ,Florida or Austin, Texas)
2) Traffic Volume – Also sub-dependent on Time Series and
a) Seasonality -Annual Shoppping Cycle
b) Cyclicality– Macro economic shifts in time series
The cost and revenue curves are not linear and ideally should be continuous in a definitive exponential or polynomial manner, but in actual reality they may have sharp inflections , due to location, time, as well as web traffic volume thresholds
Type of Keyword – For example ,keywords for targeting sales for Eminem Albums may shoot up in a non linear manner after the musician dies.
The third and not so publicly known component of both the cost and revenue curves is factoring in internet industry dynamics , including relative market share of internet advertising platforms, as well as percentage splits between content creator and ad providing platforms.
For example, based on internet advertising spend, people belive that the internet advertising is currently heading for a duo-poly with Google and Facebook are the top two players, while Microsoft/Skype/Yahoo and LinkedIn/Twitter offer niche options, but primarily depend on price setting from Google/Bing/Facebook.
It is difficut to quantify  the elasticity and efficiency of market curves as most literature and research on this is by in-house corporate teams , or advisors or mentors or consultants to the primary leaders in a kind of incesteous fraternal hold on public academic research on this.
It is recommended that-
1) a balance be found in the need for corporate secrecy to protest shareholder value /stakeholder value maximization versus the need for data liberation for innovation and grow the internet ad pie faster-
2) Cost and Revenue Curves between different keywords, time,location, service providers, be studied by quants for hedging inetrent ad inventory or /and choose arbitrage positions This kind of analysis is done for groups of stocks and commodities in the financial world, but as commerce grows on the internet this may need more specific and independent quants.
3) attention be made to how cost and revenue curves mature as per level of sophistication of underlying economy like Brazil, Russia, China, Korea, US, Sweden may be in different stages of internet ad market evolution.
For example-
A study in cost and revenue curves for certain keywords across domains across various ad providers across various locations from 2003-2008 can help academia and research (much more than top ten lists of popular terms like non quantitative reports) as well as ensure that current algorithmic wightings are not inadvertently given away.
Part 2- of this series will explore the ways to create third party re-sellers of keywords and measuring impacts of search and ad engine optimization based on keywords.

Business Analytics Projects

As per me, Analytics Projects get into these four  broad phases-

  • Business Problem  PhaseWhat needs to be done?
  1. Increase Revenues
  2. Cut Costs
  3. Investigate Unusual Events
  4. Project Timelines
  • Technical Problem PhaseTechnical Problems in Project Execution 
  1. Data Availability /Data Quality/Data Augmentation Costs
  2. Statistical -(Technique based approach) , Hypothesis Formulation,Sampling, Iterations
  3. Programming-(Tool based approach) Analytics Platform Coding (Input, Formats,Processing)
  • Technical Solution PhaseProblem Solving using the Tools and Skills Available 
  1. Data Cleaning /Outlier Treatment/Missing Value Imputation
  2. Statistical -(Technique based approach) Error Minimization, Model Validation, Confidence Levels
  3. Programming-(Tool based approach) Analytics Platform Coding (Output, Display,Graphs)
  • Business Solution PhasePut it all together in a word document, presentation and/or spreadsheet
  1. Finalized- Forecasts  , Models and Data Strategies
  2. Improvements  in existing processes
  3.  Control and Monitoring of Analytical Results post Implementation
  4. Legal and Compliance  guidelines to execution
  5. (Internal or External) Client Satisfaction and Expectation Management
  6. Audience Feedback based on presenting final deliverable to broader audience