Competitive Intelligence:
From being the “eyes and
the ears” to becoming “the
brain” of companies, by Bisson and Barnea, Competitive Intelligence Magazine, Sep. 2018
FINsights: Analytics in Collaboration with FICOInfosys
In the latest edition of FINsights, Infosys partners with FICO to walk you through the various issues and roadmaps of analytics with the goal of providing insights to help launch successful analytics initiatives.
Fearless Innovation: Insurtech as the catalyst for change within insuranceAccenture Insurance
Insurtech is in good health. 2017 was characterized by
strong growth, an increase in technological maturity,
and the continued development of local and regional
hubs around the world. Europe and Asia are playing a
more significant role than in the past, and insurers are
forming more partnerships than ever before.
The document discusses the rise of global regulatory standards for insurers. It notes that in response to the 2008 financial crisis, the G20 endorsed developing requirements for insurers designated as globally systemically important (G-SIIs). The International Association of Insurance Supervisors (IAIS) published a methodology for identifying G-SIIs and requirements intended to lower the risk they pose. These include enhanced supervision, effective resolution plans, and additional capital requirements. The document outlines the three-tier framework comprising baseline global standards (ICPs), additional standards for internationally active insurers (ComFrame), and more stringent requirements for G-SIIs. It provides details on new qualitative and quantitative requirements for G-SIIs relating to risk management, separation
This document discusses the viability of using data analytics in human resources. It begins by providing background on how the role of human resources has evolved from a clerical, administrative function to a more strategic business partner. It then discusses some potential barriers to implementing effective HR analytics, including a lack of understanding of data and analytics, insufficient statistical skills within HR, and issues with data sourcing and quality. The document concludes by providing examples of how analytics have been successfully applied to recruitment and selection processes and employee retention efforts.
The document summarizes key findings from PwC's 19th Annual Global CEO Survey, which interviewed 1,409 CEOs from 83 countries. CEOs are facing a complicated global environment with many uncertainties. They are less optimistic about global economic growth prospects and their own revenue growth. Top concerns include over-regulation, geopolitical uncertainty, and exchange rate volatility. While the US and China remain top markets, CEOs see opportunities in India, Brazil and other countries. They anticipate a shift towards a multi-polar world with multiple economic models, regionalization, and differing belief systems.
This document summarizes a strategy for developing a capabilities-driven IT strategy to help differentiate a company. It discusses a 4-stage roadmap:
1. Identify the 3-6 distinctive capabilities that are most important to the company's strategy and how IT can better support them.
2. Assess and prioritize current IT projects based on their strategic importance and value potential, categorizing them as "invest to grow", "invest to sustain", "invest to refine", or "invest to keep the lights on".
3. Estimate the benefits, costs, and sequencing of investments needed to achieve strategic goals and close capability gaps.
4. Determine the cultural and governance support required to implement the new
Data Driven Disruption - Why Marketing and Advertising in WA lags - ADMA WA 2...Coert Du Plessis (杜康)
WA is in a state of rapid transformation with the changes in Energy, Resources and support industries. At ADMA WA's 2015 annual conference, we explored why disruptive data activity in Marketing and Advertising is lagging the East Coast and Global stage
The document discusses artificial intelligence and its implications for business leadership. It makes the following key points:
1) AI is advancing rapidly but also means different things to different people, from machine learning to data analysis. While AI may transform business, its full potential and impact are still unknown.
2) Companies are increasingly using AI to assist with tasks like data analysis, decision making, and talent management. However, AI also raises ethical issues that executives must address.
3) While AI can outperform humans on specific narrow tasks, humans retain advantages in areas like strategic decision making, creativity, emotional intelligence, and balancing different stakeholder needs. Successful companies will combine AI with human capabilities.
FINsights: Analytics in Collaboration with FICOInfosys
In the latest edition of FINsights, Infosys partners with FICO to walk you through the various issues and roadmaps of analytics with the goal of providing insights to help launch successful analytics initiatives.
Fearless Innovation: Insurtech as the catalyst for change within insuranceAccenture Insurance
Insurtech is in good health. 2017 was characterized by
strong growth, an increase in technological maturity,
and the continued development of local and regional
hubs around the world. Europe and Asia are playing a
more significant role than in the past, and insurers are
forming more partnerships than ever before.
The document discusses the rise of global regulatory standards for insurers. It notes that in response to the 2008 financial crisis, the G20 endorsed developing requirements for insurers designated as globally systemically important (G-SIIs). The International Association of Insurance Supervisors (IAIS) published a methodology for identifying G-SIIs and requirements intended to lower the risk they pose. These include enhanced supervision, effective resolution plans, and additional capital requirements. The document outlines the three-tier framework comprising baseline global standards (ICPs), additional standards for internationally active insurers (ComFrame), and more stringent requirements for G-SIIs. It provides details on new qualitative and quantitative requirements for G-SIIs relating to risk management, separation
This document discusses the viability of using data analytics in human resources. It begins by providing background on how the role of human resources has evolved from a clerical, administrative function to a more strategic business partner. It then discusses some potential barriers to implementing effective HR analytics, including a lack of understanding of data and analytics, insufficient statistical skills within HR, and issues with data sourcing and quality. The document concludes by providing examples of how analytics have been successfully applied to recruitment and selection processes and employee retention efforts.
The document summarizes key findings from PwC's 19th Annual Global CEO Survey, which interviewed 1,409 CEOs from 83 countries. CEOs are facing a complicated global environment with many uncertainties. They are less optimistic about global economic growth prospects and their own revenue growth. Top concerns include over-regulation, geopolitical uncertainty, and exchange rate volatility. While the US and China remain top markets, CEOs see opportunities in India, Brazil and other countries. They anticipate a shift towards a multi-polar world with multiple economic models, regionalization, and differing belief systems.
This document summarizes a strategy for developing a capabilities-driven IT strategy to help differentiate a company. It discusses a 4-stage roadmap:
1. Identify the 3-6 distinctive capabilities that are most important to the company's strategy and how IT can better support them.
2. Assess and prioritize current IT projects based on their strategic importance and value potential, categorizing them as "invest to grow", "invest to sustain", "invest to refine", or "invest to keep the lights on".
3. Estimate the benefits, costs, and sequencing of investments needed to achieve strategic goals and close capability gaps.
4. Determine the cultural and governance support required to implement the new
Data Driven Disruption - Why Marketing and Advertising in WA lags - ADMA WA 2...Coert Du Plessis (杜康)
WA is in a state of rapid transformation with the changes in Energy, Resources and support industries. At ADMA WA's 2015 annual conference, we explored why disruptive data activity in Marketing and Advertising is lagging the East Coast and Global stage
The document discusses artificial intelligence and its implications for business leadership. It makes the following key points:
1) AI is advancing rapidly but also means different things to different people, from machine learning to data analysis. While AI may transform business, its full potential and impact are still unknown.
2) Companies are increasingly using AI to assist with tasks like data analysis, decision making, and talent management. However, AI also raises ethical issues that executives must address.
3) While AI can outperform humans on specific narrow tasks, humans retain advantages in areas like strategic decision making, creativity, emotional intelligence, and balancing different stakeholder needs. Successful companies will combine AI with human capabilities.
Navigating the Digital Age: What senior leaders worldwide have learned from p...Cognizant
In this issue of Cognizanti,we continue our exploration of digital through the eyes of our clients, who are pursuing digital to advance their market leadership, both regionally and globally.
The insurance industry is undergoing fundamental transformation as it comes up against the impact of new regulation, new technology, accelerating shifts in consumer demand and mounting competition from digitally-enabled new entrants. In the face of so many disruptive challenges, it’s important not to lose sight of the huge opportunities they’re creating for insurers. Companies from other industries will be looking to your risk insight and expertise to help them navigate an increasingly complex and uncertain business and geopolitical landscape. You’re also in the pole position to capitalise on the new generation of analytics, sensor connectivity, and machine learning technologies that are set to revolutionise our lives. To make the most of these opportunities, it’s important to look beyond the traditional boundaries of the insurance business to embrace new ways of working, new ways of interacting with customers, and whole new possibilities in what your business can deliver.
Business analytics applies analytical techniques to create insightful resolutions to business issues, driving cost savings and innovation. It provides frameworks for decision-making, improving performance and anticipating change while managing risk. By going beyond apparent features to better understand customer behavior, business analytics enhances decision-making and surfaces hidden insights from large amounts of data.
See how the new CFO is adapting to a changing financial landscape, utilizing transformative new technology to disrupt, innovate and generate value for the insurance industry. Now is a pivotal moment for CFOs. Our new research on the dynamic role of the finance function reveals how the CFO is positioned at the center of the organization, side by side with the CEO, turning finance into an engine that can power the entire enterprise.
Learn more: https://www.accenture.com/us-en/insights/insurance/cfo-research-insurance
The document summarizes a survey conducted by the Economist Intelligence Unit of 150 senior executives around the world about factors influencing decisions on entering new markets and establishing regional headquarters. Proximity to large markets and the availability of skilled local labor were cited as the two most important considerations. Over 90% said access to global markets was important for growth. While cheap labor was viewed as less important, strong local skills were seen as more vital. Technological skills of the workforce and access to international talent were also highly important technological factors.
A hedge fund just bought 5 percent of your company. The fund partners clearly see value in what you’re doing, and, as a member of the management team, you take heart in that assessment. But you also know life is about to get more difficult. The fund partners are well-known activists. They have already asked for board seats. Now they’re proposing some dramatic strategic and financial changes, confidently assuring you and your shareholders that these moves will drive the company’s stock price higher. If you don’t comply and boost margins in a timely fashion, they will quickly bring in a management team that will.
For many company leaders, this is not a scary hypothetical — it is reality. It may also be an opportunity. In any case, activist shareholder campaigns are proliferating. According to the journal Activist Insight, 300 companies around the world were publicly targeted by activist investors between January and June 2015, about 25 percent more than in the same months the previous year. Since 2013, hedge fund managers have demanded change at hundreds of companies. The most widely publicized have included Apple, DuPont, General Motors, Microsoft, PepsiCo, Sony, Sotheby’s, and Yahoo.
One reason activism is growing is the rich rewards it earns for investors. On average, hedge funds with an activist approach have outperformed most other types of investment funds since 2010. The data analysis firm Hedge Fund Research reported recently that activist funds returned 12.5 percent a year between August 2012 and August 2015, while other funds, on average, earned returns in the single digits. No wonder investors increasingly demand activist funds in their portfolios, while the managers of those funds search diligently for new targets. No one can assume his or her company is immune.
We've distilled 10 principles for cost transformation that can help companies play the role of gadfly investor for themselves.
Technology is having a significant impact on the corporate finance field. Data analytics tools are driving efficiency and providing greater insights. Corporate finance teams are incorporating data science capabilities and recruiting staff with data analytics skills. While technology will not replace relationships, data analytics have potential to change transactions by combining various data sources to add insight for clients. Firms are working to upskill existing staff and bring new skills in-house to take advantage of opportunities in big data.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
How Analytics is Reinventing Human ResourcesGanes Kesari
Every organization faces complex HR challenges with the building, managing and retention of teams. With the ready availability of rich, streaming data, smart talent analytics offers a solution.
This is a showcase of the practical applications of machine learning to simplify human resource management in organizations, using HR Analytics Examples from the work done by Gramener.
This is the deck from a talk by Ganes Kesari at Bots & AI New York meeting, on 12-Nov-18 at NYC.
The document discusses how algorithmic forecasting and artificial intelligence (AI) can enhance financial planning and analysis (FP&A) by providing better insights into future business performance. It explains that traditional forecasting approaches using Excel or reporting tools are limited and cannot comprehend millions of data points. New approaches using AI algorithms can identify patterns and correlations to help analysts. The document also gives examples of how predictive analytics firms are using machine learning to analyze large amounts of structured and unstructured data to gauge risks and probabilities of future events. Finally, it discusses how AI can provide a more nuanced look within an organization to understand how transactions and business drivers will affect future financial performance.
This document summarizes the key findings of a global survey of over 1,300 business and IT decision makers across seven countries regarding their organization's use of data. The survey found that 55% of organizations' data is "dark" or unused, with 60% of respondents reporting that at least half of their data is dark. While leaders understand data's value, many organizations lack the resources, processes, or skills to analyze and leverage all their data. The power of artificial intelligence also relies on accessing and analyzing both structured and unstructured data from across an organization.
This document discusses how organizations can navigate a VUCA (volatile, uncertain, complex, and ambiguous) world through effective management of their human capital and payroll processes. It notes that most organizations have failed to take advantage of modern technologies and data analytics to inform decision-making. Outsourcing HR and payroll functions to a single, global partner can provide real-time data visibility, help ensure regulatory compliance across multiple jurisdictions, and increase strategic alignment of talent management with organizational objectives - enabling greater agility to adapt to a constantly changing environment.
Finance Crunsh Time Reporting | Deloitte Indiaaakash malhotra
Reporting is an essential function of every organization because it tracks an employee's performance. But superiors are wasting a lot of time in creating and updating reports; rather, they should use that time to communicate with subordinates. This can be possible only when the whole reporting function gets automated in the organization.
The document summarizes the key findings from a 2015 global survey on digital IQ. It identifies 10 attributes that correlate with stronger financial performance among digital leaders. These include having CEO commitment to digital, a shared digital strategy across executive teams, engaging external sources of innovation, making investments for competitive advantage, utilizing data to drive value, proactive cybersecurity planning, a multi-year digital roadmap, and consistently measuring returns on investments. The document also discusses trends around digital strategies, spending, roles and disruption within organizations as they pursue digital transformations.
The document discusses business performance management (BPM) and how analytics can help drive better performance. It summarizes a webcast with experts who discussed challenges with BPM and how organizations can improve. Some of the key issues addressed are ensuring high quality data, using advanced analytics beyond spreadsheets, identifying the most important metrics, and using multiple forecasting methods to improve accuracy. The experts encourage organizations to evolve their use of analytics to help strategy, decision making and performance.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
The document discusses six analytics trends that are likely to influence business in coming years:
1. Analytics is expanding across enterprises as organizations move towards becoming insight-driven.
2. Cognitive technologies and machines are evolving to work alongside humans in complementing roles.
3. Cybersecurity is becoming more predictive and proactive to anticipate threats.
4. The Internet of Things is enabling new innovations through aggregating and analyzing sensor data.
5. Companies are taking creative steps to address the shortage of analytics talent.
6. Analytics success requires a mix of both new and familiar topics as analytics becomes embedded in decision making.
Intelligence Report: What Works, What Doesn't and How to Fix ItDouglas Bernhardt
The document discusses two key factors for effective intelligence - the disconnect between intelligence and policymakers, and how intelligence products are packaged and delivered. It argues that without strong relationships and mutual understanding between intelligence analysts and decision-makers, intelligence collection and analysis is irrelevant. It also stresses that intelligence products must be tailored to individual decision-makers' preferences and needs in order to be influential.
Navigating the Digital Age: What senior leaders worldwide have learned from p...Cognizant
In this issue of Cognizanti,we continue our exploration of digital through the eyes of our clients, who are pursuing digital to advance their market leadership, both regionally and globally.
The insurance industry is undergoing fundamental transformation as it comes up against the impact of new regulation, new technology, accelerating shifts in consumer demand and mounting competition from digitally-enabled new entrants. In the face of so many disruptive challenges, it’s important not to lose sight of the huge opportunities they’re creating for insurers. Companies from other industries will be looking to your risk insight and expertise to help them navigate an increasingly complex and uncertain business and geopolitical landscape. You’re also in the pole position to capitalise on the new generation of analytics, sensor connectivity, and machine learning technologies that are set to revolutionise our lives. To make the most of these opportunities, it’s important to look beyond the traditional boundaries of the insurance business to embrace new ways of working, new ways of interacting with customers, and whole new possibilities in what your business can deliver.
Business analytics applies analytical techniques to create insightful resolutions to business issues, driving cost savings and innovation. It provides frameworks for decision-making, improving performance and anticipating change while managing risk. By going beyond apparent features to better understand customer behavior, business analytics enhances decision-making and surfaces hidden insights from large amounts of data.
See how the new CFO is adapting to a changing financial landscape, utilizing transformative new technology to disrupt, innovate and generate value for the insurance industry. Now is a pivotal moment for CFOs. Our new research on the dynamic role of the finance function reveals how the CFO is positioned at the center of the organization, side by side with the CEO, turning finance into an engine that can power the entire enterprise.
Learn more: https://www.accenture.com/us-en/insights/insurance/cfo-research-insurance
The document summarizes a survey conducted by the Economist Intelligence Unit of 150 senior executives around the world about factors influencing decisions on entering new markets and establishing regional headquarters. Proximity to large markets and the availability of skilled local labor were cited as the two most important considerations. Over 90% said access to global markets was important for growth. While cheap labor was viewed as less important, strong local skills were seen as more vital. Technological skills of the workforce and access to international talent were also highly important technological factors.
A hedge fund just bought 5 percent of your company. The fund partners clearly see value in what you’re doing, and, as a member of the management team, you take heart in that assessment. But you also know life is about to get more difficult. The fund partners are well-known activists. They have already asked for board seats. Now they’re proposing some dramatic strategic and financial changes, confidently assuring you and your shareholders that these moves will drive the company’s stock price higher. If you don’t comply and boost margins in a timely fashion, they will quickly bring in a management team that will.
For many company leaders, this is not a scary hypothetical — it is reality. It may also be an opportunity. In any case, activist shareholder campaigns are proliferating. According to the journal Activist Insight, 300 companies around the world were publicly targeted by activist investors between January and June 2015, about 25 percent more than in the same months the previous year. Since 2013, hedge fund managers have demanded change at hundreds of companies. The most widely publicized have included Apple, DuPont, General Motors, Microsoft, PepsiCo, Sony, Sotheby’s, and Yahoo.
One reason activism is growing is the rich rewards it earns for investors. On average, hedge funds with an activist approach have outperformed most other types of investment funds since 2010. The data analysis firm Hedge Fund Research reported recently that activist funds returned 12.5 percent a year between August 2012 and August 2015, while other funds, on average, earned returns in the single digits. No wonder investors increasingly demand activist funds in their portfolios, while the managers of those funds search diligently for new targets. No one can assume his or her company is immune.
We've distilled 10 principles for cost transformation that can help companies play the role of gadfly investor for themselves.
Technology is having a significant impact on the corporate finance field. Data analytics tools are driving efficiency and providing greater insights. Corporate finance teams are incorporating data science capabilities and recruiting staff with data analytics skills. While technology will not replace relationships, data analytics have potential to change transactions by combining various data sources to add insight for clients. Firms are working to upskill existing staff and bring new skills in-house to take advantage of opportunities in big data.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
How Analytics is Reinventing Human ResourcesGanes Kesari
Every organization faces complex HR challenges with the building, managing and retention of teams. With the ready availability of rich, streaming data, smart talent analytics offers a solution.
This is a showcase of the practical applications of machine learning to simplify human resource management in organizations, using HR Analytics Examples from the work done by Gramener.
This is the deck from a talk by Ganes Kesari at Bots & AI New York meeting, on 12-Nov-18 at NYC.
The document discusses how algorithmic forecasting and artificial intelligence (AI) can enhance financial planning and analysis (FP&A) by providing better insights into future business performance. It explains that traditional forecasting approaches using Excel or reporting tools are limited and cannot comprehend millions of data points. New approaches using AI algorithms can identify patterns and correlations to help analysts. The document also gives examples of how predictive analytics firms are using machine learning to analyze large amounts of structured and unstructured data to gauge risks and probabilities of future events. Finally, it discusses how AI can provide a more nuanced look within an organization to understand how transactions and business drivers will affect future financial performance.
This document summarizes the key findings of a global survey of over 1,300 business and IT decision makers across seven countries regarding their organization's use of data. The survey found that 55% of organizations' data is "dark" or unused, with 60% of respondents reporting that at least half of their data is dark. While leaders understand data's value, many organizations lack the resources, processes, or skills to analyze and leverage all their data. The power of artificial intelligence also relies on accessing and analyzing both structured and unstructured data from across an organization.
This document discusses how organizations can navigate a VUCA (volatile, uncertain, complex, and ambiguous) world through effective management of their human capital and payroll processes. It notes that most organizations have failed to take advantage of modern technologies and data analytics to inform decision-making. Outsourcing HR and payroll functions to a single, global partner can provide real-time data visibility, help ensure regulatory compliance across multiple jurisdictions, and increase strategic alignment of talent management with organizational objectives - enabling greater agility to adapt to a constantly changing environment.
Finance Crunsh Time Reporting | Deloitte Indiaaakash malhotra
Reporting is an essential function of every organization because it tracks an employee's performance. But superiors are wasting a lot of time in creating and updating reports; rather, they should use that time to communicate with subordinates. This can be possible only when the whole reporting function gets automated in the organization.
The document summarizes the key findings from a 2015 global survey on digital IQ. It identifies 10 attributes that correlate with stronger financial performance among digital leaders. These include having CEO commitment to digital, a shared digital strategy across executive teams, engaging external sources of innovation, making investments for competitive advantage, utilizing data to drive value, proactive cybersecurity planning, a multi-year digital roadmap, and consistently measuring returns on investments. The document also discusses trends around digital strategies, spending, roles and disruption within organizations as they pursue digital transformations.
The document discusses business performance management (BPM) and how analytics can help drive better performance. It summarizes a webcast with experts who discussed challenges with BPM and how organizations can improve. Some of the key issues addressed are ensuring high quality data, using advanced analytics beyond spreadsheets, identifying the most important metrics, and using multiple forecasting methods to improve accuracy. The experts encourage organizations to evolve their use of analytics to help strategy, decision making and performance.
Séptima Encuesta Mundial del Coeficiente Digital de las empresasPwC España
La Séptima Encuesta Mundial sobre el Coeficiente Digital en las empresas se ha realizado a partir de entrevistas a casi 2.000 directivos y líderes de IT de empresas de diez sectores en 51 países (entre las que se encuentran 70 compañías españolas). El informe mide el grado de digitalización de las compañías entendido por cómo estas afrontan, valoran e integran las tecnologías digitales en su organización -lo que hemos denominado el coeficiente digital- a partir de diez comportamientos digitales clave.
The document discusses six analytics trends that are likely to influence business in coming years:
1. Analytics is expanding across enterprises as organizations move towards becoming insight-driven.
2. Cognitive technologies and machines are evolving to work alongside humans in complementing roles.
3. Cybersecurity is becoming more predictive and proactive to anticipate threats.
4. The Internet of Things is enabling new innovations through aggregating and analyzing sensor data.
5. Companies are taking creative steps to address the shortage of analytics talent.
6. Analytics success requires a mix of both new and familiar topics as analytics becomes embedded in decision making.
Intelligence Report: What Works, What Doesn't and How to Fix ItDouglas Bernhardt
The document discusses two key factors for effective intelligence - the disconnect between intelligence and policymakers, and how intelligence products are packaged and delivered. It argues that without strong relationships and mutual understanding between intelligence analysts and decision-makers, intelligence collection and analysis is irrelevant. It also stresses that intelligence products must be tailored to individual decision-makers' preferences and needs in order to be influential.
Data Modernization: Breaking the AI Vicious Cycle for Superior Decision-makingCognizant
The document discusses how most companies are not fully leveraging artificial intelligence (AI) and data for decision-making. It finds that only 20% of companies are "leaders" in using AI for decisions, while the remaining 80% are stuck in a "vicious cycle" of not understanding AI's potential, having low trust in AI, and limited adoption. Leaders use more sophisticated verification of AI decisions and a wider range of AI technologies beyond chatbots. The document provides recommendations for breaking the vicious cycle, including appointing AI champions, starting with specific high-impact decisions, and institutionalizing continuous learning about AI advances.
The document is a newsletter from the Market Intelligence Forum Belgium (MIFB) providing information on upcoming events and recent developments. It announces an event on February 16th featuring presentations on megatrends, applying software engineering methods to market intelligence, and highlights from recent international conferences. It also provides information on membership, the steering committee, and upcoming international market intelligence events. In addition, it summarizes Outsell's 2011 information industry outlook report focusing on trends, predictions, innovators, and actions for publishers to find new revenue sources in the current digital environment.
This document provides an overview of artificial intelligence (AI) and its applications in enterprises. It examines real use cases for AI, challenges, and opportunities. Key areas where AI can provide value for enterprises are enterprise intelligence, computer vision, and conversational AI. Enterprise intelligence involves analyzing multiple internal and external datasets to extract insights, predictions, and recommendations. Computer vision allows machines to "see" and interpret images. Conversational AI allows machines to communicate using natural language. The document also provides case studies of how companies like Stripe and DBS are using AI.
How artificial intelligence (ai) write the personalized communications of fin...IJARIIT
Artificial intelligence can be used to automatically write personalized financial reports in a responsible way that combines elements of trust and respect. AI systems could analyze vast amounts of financial data to understand customer preferences and behaviors in order to generate customized reports. However, human wisdom and oversight would still be needed to ensure AI applications avoid potential ethical issues and unintended consequences. Overall, AI shows promise for automating financial communications if developed and applied carefully and for the benefit of both businesses and consumers.
AI & DEI: With Great Opportunities Comes Great HR ResponsibilityAggregage
https://www.humanresourcestoday.com/frs/26184029/ai---dei--with-great-opportunities-comes-great-hr-responsibility
The promise of AI for today’s organizations is real, yet in a frenzied state of experimentation, many stumble to get to a full-scale enterprise. As companies race to discover what generative AI can do, HR must lead conversations about how to balance cutting-edge innovations with integrity, trust, and diversity. Globally, organizations are at a critical intersection of Diversity, Equity, Inclusion, and AI acceleration. We will explore how AI is rapidly transforming workplace dynamics and decision-making processes. The safety and protection of the workforce have never been more important and need to be co-led by HR to prevent biases and ensure fair and equitable representation in systems, hiring, and the workforce evolution.
We'll cover:
• The opportunities that AI presents and the responsibility of HR
• How to enhance diverse perspectives in use cases
• Increasing collaboration between AI Developers, HR, Legal and IT
This document presents a maturity model for artificial intelligence adoption in enterprises. It outlines four stages of maturity: exploring, experimenting, formalizing, and integrating. It also discusses four macro trends affecting AI success: the shift from screen-based to sensory interactions; from rules-based to probabilistic decision making; from data analytics to data engineering; and from expertise-driven to data-driven leadership. Key aspects of maturity include having a data strategy, using AI in product development, establishing ethics principles, and integrating AI throughout the organization.
Business Analytics Lesson Of The Day August 2012Pozzolini
Business analytics involves collecting and analyzing large amounts of data to help companies make better business decisions. While data analysis has been used in business for over a century, it is only recently that companies have had the capabilities to analyze huge volumes of data in real-time and make predictive decisions. However, many companies still struggle with issues like poor quality data that can lead to inaccurate analyses. To successfully implement business analytics, companies need to focus on developing skills, ensuring accurate data, and having the right technologies to capture and make sense of their data.
This document discusses competitive intelligence and provides an overview of the topic. It covers the following key points:
1. The history and evolution of competitive intelligence over the past 30 years due to changes in technology and difficulties justifying large CI departments.
2. An overview of competitive intelligence, defining it as more than just information about competitors and emphasizing its role in developing winning strategies through leveraging knowledge assets.
3. The competitive intelligence process involving planning, collection from internal and external sources, analysis using techniques like SWOT and modeling, and dissemination of insights.
4. Categories of competitive intelligence like market intelligence, competitor intelligence, and customer intelligence.
Artificial Intelligence A Study of Automation, and Its Impact on Data Scienceijtsrd
AI is changing the exceptionally nature of work and information science is no special case. Will the more high demand specialized aptitudes of nowadays be required ten a long time from presently. How will the information science teach advance to meet the trade needs of a commercial center with ever increasing applications of AI. Mussaratjahan Korpali | Akshata Walikar | Kaveri Parshuram Vijapur "Artificial Intelligence: A Study of Automation, and Its Impact on Data Science" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-2 , February 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49316.pdf Paper URL: https://www.ijtsrd.com/engineering/electrical-engineering/49316/artificial-intelligence-a-study-of-automation-and-its-impact-on-data-science/mussaratjahan-korpali
With companies investing heavily in machine
learning and predictive modeling, Artificial
Intelligence is now a reality. But in contrast to
common belief, this is an opportunity rather
than a threat. With advanced analytics,
people – not data – are key to unlocking the
opportunity.
Organizations can adopt the most
sophisticated technologies and hire an
army of data scientists, but their efforts will
fail if the human aspect is understated. As
many business processes – from strategy to
innovation and market – are still governed and
carried out by people, companies will require
more human judgment in the future.
Coupling sound qualitative judgment – the
ability to make a decision based on a personal
interpretation of the context and available facts
– with Big Data and AI can make a company
unbeatable.
THE DEMOCRATIZATION OF JUDGMENT IN THE AGE OF ARTIFICIAL INTELLIGENCESimon Schneider
With companies investing heavily in machine
learning and predictive modeling, Artificial
Intelligence is now a reality. But in contrast to
common belief, this is an opportunity rather
than a threat. With advanced analytics,
people – not data – are key to unlocking the
opportunity.
Organizations can adopt the most
sophisticated technologies and hire an
army of data scientists, but their efforts will
fail if the human aspect is understated. As
many business processes – from strategy to
innovation and market – are still governed and
carried out by people, companies will require
more human judgment in the future.
Coupling sound qualitative judgment – the
ability to make a decision based on a personal
interpretation of the context and available facts
– with Big Data and AI can make a company
unbeatable.
Analytical Storytelling: From Insight to ActionCognizant
1) Analytical storytelling is the process of using data-driven narratives to inspire meaningful decision-making and organizational change. It bridges the gap between insights from data analysis and taking action.
2) Traditional "gut-based" decision making is not optimal, as executives often do not leverage data insights sufficiently. Analytical storytelling applies principles of storytelling and data journalism to connect with stakeholders and motivate behavior change.
3) The document provides an example of how analytical storytelling was used to transform an insurance company's analytics practices and drive organizational change, shifting from a reactive to proactive, insights-driven culture. Segmented communications addressed different stakeholder groups effectively.
The document discusses how big data and analytics tools like Explora can provide valuable insights for organizations. Explora analyzes structured and unstructured data using natural language processing to understand concepts, sentiment, and relationships. It can analyze brand perception, customer attitudes, and competitive intelligence across various data sources. Explora produces insights that help organizations better understand their stakeholders and make more informed business decisions.
This document summarizes a roundtable discussion about breaking down silos between primary research and platform analytics teams within organizations. Key discussion points included that 1) traditional organizational structures designed for the industrial age are preventing companies from leveraging all of their data, 2) there is often overinvestment in technology but underinvestment in developing employee skills, and 3) creating a truly data-driven culture requires openness, collaboration, and experimentation across departments beyond just research and analytics. The roundtable participants explored how blending skills and exposing employees to different business functions can help companies overcome data silos.
Big data has become integral to businesses and allows them to analyze vast amounts of information. There are two types of data: structured and unstructured. While structured data follows standards, most big data is unstructured from sources like social media. To make useful insights, businesses must collect relevant data, analyze it, draw conclusions, and implement those conclusions. This allows businesses to gain a competitive advantage through more informed decision making. However, changing decision making processes to be data-driven presents significant managerial challenges for organizations.
If the CIO is to be valued as a strategic actor, how can he bring .docxsheronlewthwaite
If the CIO is to be valued as a strategic actor, how can he bring to the table the ethos ofalignment, bound to the demands of process strategic planning to move IT to the forefront of theorganization's future?Alignment refers to linkages within the business model that connect disparate parts of
the organization together through information technologies. There are two aspects to consider:
affordability and scale. Executing an enterprise-wide information system, generally through
Enterprise Resource Planning (ERP) process, is a significant capital investment. Not all units will
be mature enough to embrace ERP; the market may not have global solutions. Consequently,
alignment needs to be scalable (increase investment as demand increases), and agile (ready to
embrace quickly). What follows is an analysis of each of the readings available for this
discussion. After these critical reviews, I will provide a snapshot and invite you to tackle the
problem and the assessment of these reviews.
A. Bradley, J., J. Loucks, J. Macaulay, A. Noronha, & M. Wade. (2015, July). Disruptor and
Disrupted -- Strategy in the Digital Vortex. Global Center for Digital Business
Transformation. Retrieved from https://www.imd.org/dbt/whitepapers/disruptor-disrupted.
Citation: (Bradley et al., 2015: p#)
1. Major theme of the essay: To survive, companies need to recognize market forces
(disruptors) that threaten the corporation’s share of market value (disrupted). The ideas
examine the tensions between internal and external environments. The corporation must
be smart and ready to move quickly as threats emerge.
2. Arguments used to support this theme Value is created through cost, experience,
and platform (delivery). Intrusions into the market here referred to as digital disruptions or
the digital vortex, are “value vampires”. They succeed at the expense of others. Vampires
see opportunities in the digital vortex known as value vacancies. These opportunities are
short-lived and hard won. Disruptors join forces in the market to supply value. This is
known as combinational disruption. It is met by digital business agility. When a threat
emerges, dominant market forces exhibit digital agility: accessing information processing
systems that monitor the internal and external environments. Visualized, the system is an
iterative flow of data between the internal business environment (employees, operations,
information system assets) and the external business environment (customers, partners,
macroeconomics). Decisions are filtered by hyperawareness, informed decision making,
and fast execution (Nicolay, figure 1, p. 17). Hyperawareness simply means knowing
your market, emerging technologies, and shifts in consumer behavior.
Hyperawareness and informed decision making demand good data and big data
analysis that create actionable linkages. Informed decision making leads to poor
decisions when decision makers cannot surrender their own strategic biases. Biases are
defeated by listen ...
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The annual Israeli Competitive Intelligence Conference was held in Tel Aviv in November 2018, with around 100 participants attending the conference and 70 attending the follow-up workshop. The theme of the conference was "Human Intelligence in the Digital Era" and highlighted the importance of human capabilities in competitive intelligence even as digital tools become more prevalent. Key speakers discussed how human intelligence can cut through excessive information to identify what is most important and challenge established perceptions. The conference provided an opportunity for competitive intelligence directors to explore the challenges of continuing to provide value to decision-makers in a changing environment.
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Competitive Intelligence: From being the “eyes and the ears” to becoming “the brain” of companies
1. 15www.scip.orgVolume 23 • Number 4 • Fall 2018
by Christophe Bisson
and Avner Barnea
Competitive Intelligence:
From being the “eyes and
theears”tobecoming“the
brain” of companies
2. 17www.scip.orgVolume 23 • Number 4 • Fall 2018Competitive Intelligence16
of what is going on to be open to information, knowledge
outside, and also inside.
Thereby, it would help to innovate, allocate by the best
way its resources and adapt its strategic direction to
changes. CI is the only transdisciplinary field that can
glue all the parts that are necessary for decisions in such
an external environment.
Furthermore, by understanding the competitive game,
the internal information and knowledge network vital for
decisions, CI professionals are the ones that can lead the
use of computational power, AI, and machine learning
for tactical and strategic purpose to anticipate and
get competitive advantages (see Bisson and Gurpinar,
2017).
Indeed, if the use of non-parametric machine learning
algorithm is gaining ground for face recognition, for
tactical and strategic purposes, the supervised ones can
still provide the most interesting results. Hence, we see
an opportunity for CI professionals to augment their
skills with AI to get stronger recognition and be part of
the board as a vital element for sustainability.
One of the major challenges for AI in intelligence, not
necessarily in national intelligence but in business, is to
develop the capability of using AI to help in analyzing
information and also anticipate further moves by
competitors. However, we have to remember that at the
end of this process, we need to use the human brain
to make sure that we are making sense of information
and knowledge. Moreover, Stephanie Hughes
emphasized during the SCIP Europe 2016 conference
that, at best, we can analyze 0.5% of Big Data. Thus,
a pure computational approach would lead to wrong
strategic decisions. There are already a few significant
progressions in Israel for instance that integrates AI
capabilities within intelligence analysis and predictions
to support decision making.
By creating an open organization, optimizing the flow
of information, knowledge from its external and internal
stakeholders, augmented by Machine Learning and AI
mainly for strategic purpose but also for tactical, CI
would position itself as the brain of the company!
That’s what we should aspire to if we do not want to see
CI perish as Machines rise!
Competitive Intelligence: From being the “eyes and the ears” to becoming “the brain” of companies
1. Competitive
Intelligence Today
It is commonly accepted that Competitive Intelligence (CI)
as a science and an art rose in the 80s (Prescott, 1999).
For instance, one of the first CI units was established
in Motorola in the mid-1980s. The first professionals
who practiced CI were librarians and marketers, but
gradually some CI specialists, CI units or departments
appeared.CIcanbeconstruedasamultidisciplinaryfield
encompassing strategy, management & organization,
computer science, and marketing.
Competitive Intelligence focused mainly on environmental
scanning of information about activities that happen
around firms and have an impact on their performance
(Aguilar 1967). Thereby, it can be defined as the process
involving the gathering, analyzing, and communicating
of environmental information to assist strategic decision-
making (Dishman and Calof 2007). As a product,
CI delivers actionable intelligence (Pellissier and
Nenzhelele, 2013).
In army or defense, those in command of intelligence are
considered the “brain,” and thus intelligence is closely
involved in the decision-making process. However, in
companies it is more often the eyes and ears of decision
makers, but they are not (or very rarely) involved directly
in the strategic process. Hence, the main efforts are too
often on gathering information and less on analysis.
Indeed, CI is regularly assimilated as information/
knowledge on competitors and at the best market (e.g.
see Tsai et al., 2011). Furthermore, CI specialists are
rarely at the board of companies, often are sub part
of the marketing department (Bisson, 2013), or diluted
in different jobs in the company. In such conditions, CI
delivers the basic material for decisions, and CI fellows
appear to be disconnected from the strategic; however,
most frequently, decisions are based on silo views of
companies ‘environment and can lead to redundant
work among departments. In fast moving and highly
uncertain competitive environments, blind spots end
more and more frequently by a business failure (e.g.
Kodak, Nokia, Alcatel). Therein, a “business as usual”
mentality can no longer cope with hyper competition,
faster innovation cycle, and the huge increase of data/
information which will dramatically soar with the Internet
of Things.
Figure 1. The Intelligence Society
Furthermore, what one defines as intelligence should
be new knowledge allowing new understanding as
underlined by Liam Fahey (2009). Thus, when nothing is
newaboutmarketsandcompetition,itisaboutknowledge
and not intelligence (see Figure 1). Intelligence is what
can provide a competitive advantage, not only through
strong knowledge, but mainly due to new acumen and
new knowledge that enlightens decisions.
It has often been said that CI allows actions. But isn’t
it a science as well? Hence, science is a seamless
questioning cycle. The leitmotiv, “I doubt then I am” can
help companies to test the status-quo, detect blind spots,
and anticipate. To consider CI only through actions is
a tropism, and time has come to also consider it as a
science.
It has been redundantly said that CI must help
companies to anticipate since to react is a long process
to be implemented in big companies. It can take several
years to implement change in a big company. But the
capability of anticipation can allow also one to get a
competitive advantage, avoid a threat and that’s true
for any type of company and any sector (see Bisson
and Dou, 2017). Moreover, in such tough competition,
the first mover can be the winner and most of the time it
gets a big market share that extends toward monopoly
or oligopoly as a paradox of the market economy.
As underlined by Derek Sugalski during his talk at the
SCIP Europe 2016 conference, Competitive Intelligence
(CI) triggers less research online. If one performs
research with Google trend (trend.google.com), one
would find similar results. On the reverse, machine
learning searches, trends are quickly rising.
If Israel is often shown as an example for its intelligence
practices, surprisingly, Barnea (2016) in a longitudinal
study enhanced that CI is at the same level with years
and rarely at high level of companies. If the trend is
obviously not positive, we detect opportunities that
should make the CI future brighter.
2. A Necessary Change to Win
Companies and public organizations are facing, for the
first time, high levels of Volatile, Uncertain, Complex and
Ambiguous (VUCA) strategic environments. Therefore,
to keep having strong decision system and avoid blind
spots, organizations need to have a 360 degree vision
Competitive Intelligence: From being the “eyes and the ears” to becoming “the brain” of companies
Source: Denieul F.
3. 19www.scip.orgVolume 23 • Number 4 • Fall 2018Competitive Intelligence18
References
1. Barnea, A. (2016). ‘Study on competitive intelligence
in Israel: 2016 update’. Journal of Intelligence Studies
in Business, Vol. 6, No. 2, pp. 5-16
2. Bisson, C. (2013). Guide de Gestion Stratégique de
l’information pour les PME. Les 2 encres, France, 278
p.
3. Bisson, C. and Dou, H. (2017). ‘Une Intelligence
Economique et Stratégique pour les PME, PMI et ETI
en France’. Vie & Sciences de l’Entreprise. No.204.
4. Bisson, C. and Gurpinar, F. (2017). ‘A Bayesian
approach to developing a strategic early warning
system for the French milk market’. Journal of
Intelligence Studies in Business, Vol.7, No.3, pp. 25-
34.
5. Dishman, P. L., Calof, J. L. (2007). ‘Competitive
intelligence: a multiphasic precedent to marketing
strategy’. European Journal of Marketing, Vol. 42,
No. 7/8, pp. 766-785.
6. Fahey, L. (2009). ‘The future direction of Competitive
Intelligence:Somereflections’.CompetitiveIntelligence
Magazine, Vol. 12. Number 1, January/ February
2009, pp 17-22.
7. Pellissier, R. and Nenzhelele, T. (2013). ‘Towards a
universal definition of competitive intelligence’. SA
Journal of Information Management, Vol. 15 No. 2,
pp. Art.#559, 7 pages.
8. Prescott, John E. (1999). ‘The evolution of Competitive
Intelligence: Designing a process for action’. Proposal
management, spring 1999, pp. 37-52.
9. Tsai, W., Su, K.H., Chen, M.J (2011). ‘Seeing through
the eyes of a rival: Competitor acumen Based on
rival-centric perceptions’. Academy of Management
Journal, Vol.54, No. 4, 761-778.
In fast moving and highly uncertain competitive
environments, blind spots end more and more frequently
byabusinessfailure(e.g.Kodak,Nokia,Alcatel).Therein,
a “business as usual” mentality can no longer cope with
hyper competition, faster innovation cycle, and the huge
increase of data/information which will dramatically soar
with the Internet of Things.
ABOUT THE AUTHORS:
Christophe Bisson, Ph.D is
Associate Researcher at DICEN
Paris and Adjunct Professor at
ESSEC Business School, christophe.
bisson@essec.edu. He created the
software Stratbrain (see www.
stratbrain.tech) that he uses for his
lectures, trainings and consultancy.
Avner Barnea, Ph.D. is a senior
competitive intelligence strategic
consultant and also teaches
strategic CI in various MBA
programs in academia, in Israel. He
is the head of a special program on
competitive intelligence, corporate
security, cyber security and crisis
management in the MBA program at Netanya Academic
College, in Netanya, Israel. Dr. Barnea is teaching
the course “Strategic Intelligence in the Competitive
Landscape” in several MBA programs, including the
Academic College of Tel Aviv-Yaffa, and the MA program
of the Department of Information Science, Bar Ilan
University. He is currently Chairman of the Israel CI
Forum (FIMAT); he is also member of SCIP (Strategic
and Competitive Intelligence Professionals) Board of
Directors and distinguished member – academia, of
SCIP. Dr. Barnea is a former senior officer with the
Israeli Intelligence Community and is a research fellow in
the National Security Studies Center, University of Haifa,
Israel. avnerpro@netvision.net.il
Competitive Intelligence: From being the “eyes and the ears” to becoming “the brain” of companies