Tag: Strategy

Top 7 Business Strategy Models

UPDATED POST- Some Models I use for Business Strategy- to analyze the huge reams of qualitative and uncertain data that business generates. I have added a bonus the Business canvas Model (number 2)

  1. Porters 5 forces Model-To analyze industries
  2. Business Canvas
  3. BCG Matrix- To analyze Product Portfolios
  4. Porters Diamond Model- To analyze locations
  5. McKinsey 7 S Model-To analyze teams
  6. Gernier Theory- To analyze growth of organization
  7. Herzberg Hygiene Theory- To analyze soft aspects of individuals
  8. Marketing Mix Model- To analyze marketing mix.

Continue reading “Top 7 Business Strategy Models”

RevoDeployR and commercial BI using R and R based cloud computing using Open CPU

Revolution Analytics has of course had RevoDeployR, and in a  webinar strive to bring it back to center spotlight.

BI is a good lucrative market, and visualization is a strength in R, so it is matter of time before we have more R based BI solutions. I really liked the two slides below for explaining RevoDeployR better to newbies like me (and many others!)

Integrating R into 3rd party and Web applications using RevoDeployR

Please click here to download the PDF.

Here are some additional links that may be of interest to you:

 

( I still think someone should make a commercial version of Jeroen Oom’s web interfaces and Jeff Horner’s web infrastructure (see below) for making customized Business Intelligence (BI) /Data Visualization solutions , UCLA and Vanderbilt are not exactly Stanford when it comes to deploying great academic solutions in the startup-tech world). I kind of think Google or someone at Revolution  should atleast dekko OpenCPU as a credible cloud solution in R.

I still cant figure out whether Revolution Analytics has a cloud computing strategy and Google seems to be working mysteriously as usual in broadening access to the Google Compute Cloud to the rest of R Community.

Open CPU  provides a free and open platform for statistical computing in the cloud. It is meant as an open, social analysis environment where people can share and run R functions and objects. For more details, visit the websit: www.opencpu.org

and esp see

https://public.opencpu.org/userapps/opencpu/opencpu.demo/runcode/

Jeff Horner’s

http://rapache.net/

Jerooen Oom’s

Google introduces Google Play

Some nice new features from the big G men from Mountain view. Google Play- for movies, games, apps, music and books. Nice to see entertainment is back on Google’s priority.

 

See this to read more

https://play.google.com/about/

When will I get Google Play?

About Google Play

Q: What is Google Play?
A: Google Play is a new digital content experience from Google where you can find your favorite music, movies, books, and Android apps and games. It’s your entertainment hub: you can access it from the web or from your Android device or even TV, and all your content is instantly available across all of these devices.

Q: What is your strategy with Google Play?
A: Our goal with Google Play is to bring together all your favorite content in one place that you can access across your devices. Specifically, digital content is fundamental to the mobile experience, so bringing all of this content together in one place for users makes the Android platform even more compelling. We’re also simplifying digital content for Google users – you can go to the Google Play website on your desktop and purchase and experience the latest movies, music and books. With Google Play, we’re giving you a simpler way to get your digital content.

Q: What will the experience be for users? What will happen to my existing account?
A: All content and apps in your existing account will remain in your account, but will transition to Google Play. On your device, the Android Market app icon will become the Google Play store icon. You’ll see “Play Store.” For the movies, books and music apps, you’ll begin to see Play versions of these as well, such as “Play Music,” and “Play Movies.”

Q: When will I get Google Play? What markets is this available in?
A: We’ll be rolling out Google Play globally starting today. On the web, Google Play will be live today. On devices, it will take a few days for the Android Market app to update to the Google Play Store app. The music, books and movies apps will also receive an update today.
Around the globe, Google Play will include Android apps and games. In countries where we have already launched music, books or movies, you will see those categories available in Google Play, too.

Q: I live outside the US. When will I get the books, music or movies verticals? I only see Android apps and games?
A: We want to bring different content categories to as many countries as possible. We’ve already launched movies and books in several countries outside the U.S. and will continue to do so overtime, but we don’t have a specific timeline to share.

Q: What types of content are available in my country?

  • Paid Apps: Available in these countries
  • Movies: Available in US, UK, Canada, and Japan
  • eBooks: Available in US, UK, Canada, and Australia
  • Music: Available in US

 

Q: Does this mean Google Music and the Google eBookstore will cease to exist? What about my account?
A: Both Google Music and the Google eBookstore are now part of Google Play. Your music and your books, including anything you bought, are still there, available to you in Google Play and accessible through your Google account.

Q: Where did my Google eBooks books go? Will I still have access to them?
A: Your books are now part of Google Play. Your books are still there, available to you in your Google Play library and accessible through your Google account.

Q: I don’t use an Android phone, can I still use Google Play?
A: Yes. Google Play is available on any computer with a modern browser at play.google.com. On the web, you can browse and buy books, movies and music. You can read books on the Google Play web reader, listen to music on your computer or watch movies online. Your digital content is all stored in the cloud, so you can access from anywhere using your Google Account.
We’ve also created ways to experience your music and books on other platforms such as the Google Books iOS app.

Q: Why do I not see Google Play yet on my device?
A: Please see our help center article on this here.

Q: How can I contact Google Play consumer support?
A: You can call or email our team here.

Interview: Hjálmar Gíslason, CEO of DataMarket.com

Here is an interview with Hjálmar Gíslason, CEO of Datamarket.com  . DataMarket is an active marketplace for structured data and statistics. Through powerful search and visual data exploration, DataMarket connects data seekers with data providers.

 

Ajay-  Describe your journey as an entrepreneur and techie in Iceland. What are the 10 things that surprised you most as a tech entrepreneur.

HG- DataMarket is my fourth tech start-up since at age 20 in 1996. The previous ones have been in gaming, mobile and web search. I come from a technical background but have been moving more and more to the business side over the years. I can still prototype, but I hope there isn’t a single line of my code in production!

Funny you should ask about the 10 things that have surprised me the most on this journey, as I gave a presentation – literally yesterday – titled: “9 things nobody told me about the start-up business”

They are:
* Do NOT generalize – especially not to begin with
* Prioritize – and find a work-flow that works for you
* Meet people – face to face
* You are a sales person – whether you like it or not
* Technology is not a product – it’s the entire experience
* Sell the current version – no matter how amazing the next one is
* Learn from mistakes – preferably others’
* Pick the right people – good people is not enough
* Tell a good story – but don’t make them up

I obviously elaborate on each of these points in the talk, but the points illustrate roughly some of the things I believe I’ve learned … so far 😉

9 things nobody told me about the start-up business

Ajay-

Both Amazon  and Google  have entered the public datasets space. Infochimps  has 14,000+ public datasets. The US has http://www.data.gov/

So clearly the space is both competitive and yet the demand for public data repositories is clearly under served still. 

How does DataMarket intend to address this market in a unique way to differentiate itself from others.

HG- DataMarket is about delivering business data to decision makers. We help data seekers find the data they need for planning and informed decision making, and data publishers reaching this audience. DataMarket.com is the meeting point, where data seekers can come to find the best available data, and data publishers can make their data available whether for free or for a fee. We’ve populated the site with a wealth of data from public sources such as the UN, Eurostat, World Bank, IMF and others, but there is also premium data that is only available to those that subscribe to and pay for the access. For example we resell the entire data offering from the EIU (Economist Intelligence Unit) (link: http://datamarket.com/data/list/?q=provider:eiu)

DataMarket.com allows all this data to be searched, visualized, compared and downloaded in a single place in a standard, unified manner.

We see many of these efforts not as competition, but as valuable potential sources of data for our offering, while others may be competing with parts of our proposition, such as easy access to the public data sets.

 

Ajay- What are your views on data confidentiality and access to data owned by Governments funded by tax payer money.

HG- My views are very simple: Any data that is gathered or created for taxpayers’ money should be open and free of charge unless higher priorities such as privacy or national security indicate otherwise.

Reflecting that, any data that is originally open and free of charge is still open and free of charge on DataMarket.com, just easier to find and work with.

Ajay-  How is the technology entrepreneurship and venture capital scene in Iceland. What things work and what things can be improved?

HG- The scene is quite vibrant, given the small community. Good teams with promising concepts have been able to get the funding they need to get started and test their footing internationally. When the rapid growth phase is reached outside funding may still be needed.

There are positive and negative things about any location. Among the good things about Iceland from the stand point of a technology start-up are highly skilled tech people and a relatively simple corporate environment. Among the bad things are a tiny local market, lack of skills in international sales and marketing and capital controls that were put in place after the crash of the Icelandic economy in 2008.

I’ve jokingly said that if a company is hot in the eyes of VCs it would get funding even if it was located in the jungles of Congo, while if they’re only lukewarm towards you, they will be looking for any excuse not to invest. Location can certainly be one of them, and in that case being close to the investor communities – physically – can be very important.

We’re opening up our sales and marketing offices in Boston as we speak. Not to be close to investors though, but to be close to our market and current customers.

Ajay- Describe your hobbies when you are not founding amazing tech startups.

HG- Most of my time is spent working – which happens to by my number one hobby.

It is still important to step away from it all every now and then to see things in perspective and come back with a clear mind.

I *love* traveling to exotic places. Me and my wife have done quite a lot of traveling in Africa and S-America: safari, scuba diving, skiing, enjoying nature. When at home I try to do some sports activities 3-4 times a week at least, and – recently – play with my now 8 month old son as much as I can.

About-

http://datamarket.com/p/about/team/

Management

Hjalmar GislasonHjálmar Gíslason, Founder and CEO: Hjalmar is a successful entrepreneur, founder of three startups in the gaming, mobile and web sectors since 1996. Prior to launching DataMarket, Hjalmar worked on new media and business development for companies in the Skipti Group (owners of Iceland Telecom) after their acquisition of his search startup – Spurl. Hjalmar offers a mix of business, strategy and technical expertise. DataMarket is based largely on his vision of the need for a global exchange for structured data.

hjalmar.gislason@datamarket.com

To know more, have a quick  look at  http://datamarket.com/

Predictive Models Ain’t Easy to Deploy

 

This is a guest blog post by Carole Ann Matignon of Sparkling Logic. You can see more on Sparkling Logic at http://my.sparklinglogic.com/

Decision Management is about combining predictive models and business rules to automate decisions for your business. Insurance underwriting, loan origination or workout, claims processing are all very good use cases for that discipline… But there is a hiccup… It ain’t as easy you would expect…

What’s easy?

If you have a neat model, then most tools would allow you to export it as a PMML model – PMML stands for Predictive Model Markup Language and is a standard XML representation for predictive model formulas. Many model development tools let you export it without much effort. Many BRMS – Business rules Management Systems – let you import it. Tada… The model is ready for deployment.

What’s hard?

The problem that we keep seeing over and over in the industry is the issue around variables.

Those neat predictive models are formulas based on variables that may or may not exist as is in your object model. When the variable is itself a formula based on the object model, like the min, max or sum of Dollar amount spent in Groceries in the past 3 months, and the object model comes with transaction details, such that you can compute it by iterating through those transactions, then the problem is not “that” big. PMML 4 introduced some support for those variables.

The issue that is not easy to fix, and yet quite frequent, is when the model development data model does not resemble the operational one. Your Data Warehouse very likely flattened the object model, and pre-computed some aggregations that make the mapping very hard to restore.

It is clearly not an impossible project as many organizations do that today. It comes with a significant overhead though that forces modelers to involve IT resources to extract the right data for the model to be operationalized. It is a heavy process that is well justified for heavy-duty models that were developed over a period of time, with a significant ROI.

This is a show-stopper though for other initiatives which do not have the same ROI, or would require too frequent model refresh to be viable. Here, I refer to “real” model refresh that involves a model reengineering, not just a re-weighting of the same variables.

For those initiatives where time is of the essence, the challenge will be to bring closer those two worlds, the modelers and the business rules experts, in order to streamline the development AND deployment of analytics beyond the model formula. The great opportunity I see is the potential for a better and coordinated tuning of the cut-off rules in the context of the model refinement. In other words: the opportunity to refine the strategy as a whole. Very ambitious? I don’t think so.

About Carole Ann Matignon

http://my.sparklinglogic.com/index.php/company/management-team

Carole-Ann Matignon Print E-mail

Carole-Ann MatignonCarole-Ann Matignon – Co-Founder, President & Chief Executive Officer

She is a renowned guru in the Decision Management space. She created the vision for Decision Management that is widely adopted now in the industry.  Her claim to fame is managing the strategy and direction of Blaze Advisor, the leading BRMS product, while she also managed all the Decision Management tools at FICO (business rules, predictive analytics and optimization). She has a vision for Decision Management both as a technology and a discipline that can revolutionize the way corporations do business, and will never get tired of painting that vision for her audience.  She speaks often at Industry conferences and has conducted university classes in France and Washington DC.

She started her career building advanced systems using all kinds of technologies — expert systems, rules, optimization, dashboarding and cubes, web search, and beta version of database replication. At Cleversys (acquired by Kurt Salmon & Associates), she also conducted strategic consulting gigs around change management.

While playing with advanced software components, she found a passion for technology and joined ILOG (acquired by IBM). She developed a growing interest in Optimization as well as Business Rules. At ILOG, she coined the term BRMS while brainstorming with her Sales counterpart. She led the Presales organization for Telecom in the Americas up until 2000 when she joined Blaze Software (acquired by Brokat Technologies, HNC Software and finally FICO).

Her 360-degree experience allowed her to gain appreciation for all aspects of a software company, giving her a unique perspective on the business. Her technical background kept her very much in touch with technology as she advanced.

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

C4ISTAR for Hacking and Cyber Conflict

As per http://en.wikipedia.org/wiki/C4ISTAR

C2I stands for command, control, and intelligence.

C3I stands for command, control, communications, and intelligence.

C4I stands for command, control, communications, computers, and (military) intelligence.

C4ISTAR is the British acronym used to represent the group of the military functions designated by C4 (command, control, communications, computers), I (military intelligence), and STAR (surveillance, target acquisition, and reconnaissance) in order to enable the coordination of operations

I increasingly believe that cyber conflict will develop its own terminology and theory and paradigms in due time. In the meantime, it will adopt paradigms from existing military literature and adapt it to the unique sub culture of cyber conflict for both offensive, defensive as well as pre-emptive actions. Here I am theorizing for a case of targeted hacking attacks rather than massive attacks that bring down a website for a few hours and achieve nothing but a few press headlines . I would also theorize on countering such attacks.

So what would be the C4ISTAR for –

1) Media company supporting SOPA/PIPA/Take down Mega Upload-

Command and Control refers to the ability of commanders to direct forces-

This will be the senior executives including the members of board, legal officers, and public relationship/marketing people. Their name is available from corporate websites, and social media scraping can ensure both a list of contact addresses (online) as well as biases for phishing /malware attacks. This could also include phone (flooding or voicemail hacking ) attacks , and attacks against the email server of the company rather than the corporate website.

Communications– This will include all online and social media channels including websites of the media company , but also  those of the press relations firms handling communications , phones,websites- anything which the target is likely to communicate externally (and if possible internal communication)

Timing is everything- coordinating attacks immediately is juevenile, but it might be more mature to attack on vulnerable days like product launches or just before a board of directors meeting

Intelligence–

Most corporates have an in-house research team, they can be easily targeted using social media channels, but also offline research and digging deep. Targeting intelligence corps of the target corporate is likely to produce a much better disruption. Eventually they can be persuaded to stop working for that corporate.

Computers– Anything that runs on electricity and can be disabled – should be disabled. This might require much more creativity than just flooding.

 surveillance-  This can be both online as well as offline, and would be of electronic assets, likely responses for the attack, and the key people who are to be disrupted.

target acquisition-  at least ten people within each corporate can and should be ideally disrupted, rather than just the website. this would call for social media scraping, and prior planning. even email in-boxes can be disrupted (if all else fails)

and reconnaissance-

study your target companies, target employees, and their strategies.

Then segment and prioritize in a list of  matrix of 10  to 10, who is more vulnerable and who is more valuable to attack.

the C4ISTAR for -a hacker activist organization is much more complicated but forensics reveal that most hackers tend to leave a signature style (in terms of computers,operating systems,machine ids,communication, tools, or even port numbers used)

the best defense for a media rich company to prevent hacking attacks is to first identify its own C4ISTAR structure for its digital content strategy and then fortify as well as scrub vulnerabilities (including from online information regarding its own employees)

(to be continued)

http://www.catb.org/~esr/faqs/hacker-howto.html

The Hacker Attitude

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