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воскресенье, 21 марта 2021 г.

Enduring Ideas: Portfolio of initiatives

 


The portfolio-of-initiatives framework offers a way to develop strategy in a more fluid, less predictable environment.

Classic approaches to business strategy assume a foreseeable future based on reasonable assumptions about developments in markets, technologies, or regulation. In an increasingly uncertain world, this approach falls short. The portfolio-of-initiatives framework, developed in the early 2000s by McKinsey director Lowell Bryan, draws on ideas such as the three horizons of growth and Hugh Courtney’s levels of uncertainty1 and offers a way to develop strategy in a more fluid, less predictable environment. In the article “Just-in-time strategy for a turbulent world,” Bryan compares such a portfolio to a convoy of ships in wartime: their numbers and diversity improve the likelihood of survival for any one of them.

The framework takes into consideration two aspects of initiatives: familiarity and time. Initiatives that allow a company to deploy a larger amount of distinctive knowledge than its competitors have give it the advantage of familiarity and the possibility of reaping superior rewards for a given level of risk. Such initiatives warrant the largest commitment of resources. Next come initiatives that require a company to acquire certain kinds of knowledge. In developing initiatives over time, a company must have enough of them not only to ensure large current returns but also to place bets that could help it grow in the medium and long terms.

Interactive
Enduring Ideas: The Porfolio of Initiatives
In this interactive presentation—one in a series of multimedia frameworks—McKinsey director Lowell Bryan talks about the origins of the portfolio-of-initiatives framework. Developed to address the need for strategy in a more fluid, less predictable environment, this approach treats strategies as actions that require continual monitoring and evaluation.

Introduction


Levels of familiarity/risk


Time


Potential market capitalization at stake


Implementing the portfolio of initiatives


Reading clusters


Relevance in a crisis



To apply the portfolio-of-initiatives approach, companies must take three steps: undertake a disciplined search for a number of initiatives that provide high rewards for the risks taken; monitor the resulting portfolio rigorously, reinvesting in successes and terminating failures; and take a flexible, evolutionary approach that allows for midcourse corrections. The resulting strategy, like a conscious form of natural selection, identifies the strongest initiatives and sheds the rest. The increasing uncertainty of today’s business environment and the importance of balancing risks with rewards make the portfolio-of-initiatives framework more relevant than ever.

https://mck.co/3vKa58r

пятница, 6 октября 2017 г.

The Flare and Focus of Successful Futurists


The ability to plausibly forecast the future requires alternating between broad and narrow ways of thinking.



Futurists are skilled at listening to and interpreting signals, which are harbingers of what’s to come. They look for early patterns — pretrends, if you will — as the scattered points on the fringe converge and begin moving toward the mainstream. The fringe is that place where hackers are experimenting, academics are testing their ideas, technologists are building new prototypes, and so on. Futurists know most patterns will come to nothing, so they watch and wait and test the patterns to find those few that will evolve into genuine trends. Each trend is a looking glass into the future, a way to see over time’s horizon. This is the art of forecasting the future: simultaneously recognizing patterns in the present and thinking about how those changes will impact the future so that you can be actively engaged in building what happens next — or at least be less surprised by what others develop. Futures forecasting is a learnable skill, and a process any organization can master.
Joseph Voros, a theoretical physicist and senior lecturer in strategic foresight at Swinburne University of Technology in Melbourne, Australia, offers my favorite explanation of futures forecasting, saying it informs strategy making by enhancing the “context within which strategy is developed, planned, and executed.”1 The advantage of forecasting the future in this way is obvious: Organizations that can see trends early can better prepare to take advantage of them. They can also help shape the broader context, with an understanding of how developments in seemingly unconnected industries will affect them. Most organizations that track emerging trends are adept at conversing and collaborating with those in other fields to plan ahead.
Although futures studies is an established academic discipline, few companies employ futurists. That’s starting to change as more leaders become familiar with the work futurists do. Accenture, Ford, Google, IBM, Intel, Samsung, and UNESCO all have had futurists on staff, and their work is quite different from what happens within the traditional research and development (R&D) function.
The futurists at these organizations know that their tools are best used within a group — and that the group’s composition matters tremendously to the outcomes they produce. Here’s why. Within every organization are people whose dominant characteristic is either creativity or logic. If you’ve been on a team that included both groups and didn’t have a great facilitator during your meetings, your team probably clashed. If it was an important project and there were strong personalities representing each side, the creative people felt as though their contributions were being discounted, while the logical thinkers — whose natural talents lie in managing processes, projecting budgets, or mitigating risk — felt undervalued because they weren’t coming up with bold new ideas. Your team undoubtedly had a difficult time staying on track, or worse, you might have spent hours meeting about how to have your next meeting. I call this the “duality dilemma.”
The duality dilemma is responsible for a lack of forward thinking at many organizations. It contributed to the decline of BlackBerry Ltd.’s smartphone business; the company (formerly known as Research in Motion Ltd.) never had an executable plan to remake the phone’s form factor and operating system in the age of the iPhone. Right-brained creatives wanted to make serious changes to the phone, while left-brained process thinkers were fixated on risk and maintaining BlackBerry’s customer base.2 The future of the business hinged on the company’s ability to bring both forces together to forecast trends and plan for the future.
BlackBerry’s experience suggests that forecasting the future of a product, company, or industry should neither be relegated to inventive visionaries nor mapped entirely by left-brain thinkers. Futures forecasting is meant to unite opposing forces, harnessing both wild imagination and pragmatism.

Turning a Dilemma Into a Dynamic

Overcoming the duality dilemma — and getting full use of both your creative- and logic-oriented team members — in order to track emerging trends and forecast the future is possible. But counterintuitively, it’s a matter of highlighting — rather than discouraging or downplaying — the strengths of each side. Stanford University’s Hasso Plattner Institute of Design (also known as the d.school) teaches a brainstorming technique that addresses the duality dilemma and illuminates how an organization can harness both strengths in equal measure by alternately broadening (“flaring”) and narrowing (“focusing”) its thinking.3
When a team is flaring, it is finding inspiration, making lists of ideas, mapping out new possibilities, getting feedback, and thinking big. When it is focusing, those ideas must be investigated, vetted, and decided upon. Flaring asks questions such as: What if? Who could it be? Why might this matter? What might be the implications of our actions? Focusing asks: Which option is best? What is our next action? How do we move forward?
The forecasting method I have developed — one, of course, influenced by other futurists but different in analysis and scope — is a six-step process that I have refined during the past decade as part of my work at the Future Today Institute. The first four steps involve finding a trend, while the last two steps inform what action you should then take. (See “A Six-Step Forecasting Methodology.”)

пятница, 7 июля 2017 г.

Ten Ways Big Data Is Revolutionizing Marketing And Sales

  • Customer Analytics (48%), Operational Analytics (21%), Fraud and Compliance (12%) New Product & Service Innovation (10%) & Enterprise Data Warehouse Optimization (10%) are among the most popular big data use cases in sales and marketing.
  • Customer Value Analytics (CVA) based on Big Data is making it possible for leading marketers to deliver consistent omnichannel customer experiences across all channels.
Of the hundreds of areas big data and analytics will revolutionize marketing and sales, the following is an overview of those that are delivering results today. How prices are defined, managed, propagated through selling networks and optimized is an area seeing rapid gains.  Attaining price optimization for a given product or service is becoming more possible thanks to advances in big data algorithms and advanced analytics techniques. Streamlining routine pricing decisions in commodity-driven industries where products are inelastic is also happening today.
An Overview Of Big Data’s Many Contributions To Marketing And Sales
Increasing the quality of sales leads, improving the quality of sales lead data, improving prospecting list accuracy, territory planning, win rates and decision maker engagement strategies are all areas where big data is making a contribution to sales today.
In marketing, big data is providing insights into which content is the most effective at each stage of a sales cycle, how Investments in Customer Relationship Management (CRM) systems can be improved, in addition to strategies for increasing conversion rates, prospect engagement, conversion rates, revenue and customer lifetime value. For cloud-based enterprise software companies, big data provides insights into how to lower the Customer Acquisition Cost (CAC), Customer Lifetime Value (CLTV), and manage many other customer-driven metrics essential to running a cloud-based business.
The following are the ten ways Big Data is revolutionizing marketing and sales:
  1. Differentiating pricing strategies at the customer-product level and optimizing pricing using big data are becoming more achievable. McKinsey found that 75% of a typical company’s revenue comes from its standard products and that 30% of the thousands of pricing decisions companies make every year fail to deliver the best price. With a 1% price increase translating into an 8.7% increase in operating profits, assuming there is no loss of volume, pricing has significant upside potential for improving profitability.  Source:Using big data to make better pricing decisions.

  1. Big data is revolutionizing how companies attain greater customer responsiveness and gain greater customer insights. A Forrester study found that 44% of B2C marketers are using big data and analytics to improve responsiveness to 36% are actively using analytics and data mining to gain greater insights to plan more relationship-driven strategies. Source: Marketing’s Big Leap Forward Overcome The Urgent Challenge To Improve Customer Experience And Marketing Performance (PDF).

  1. Customer Analytics (48%), Operational Analytics (21%), Fraud and Compliance (12%) New Product & Service Innovation (10%) and Enterprise Data Warehouse Optimization (10%) are among the most popular big data use cases in sales and marketing. A recent study by DataMeer found customer analytics dominate big data use in sales and marketing departments, supporting the four key strategies of increasing customer acquisition, reducing customer churn, increasing revenue per customer and improving existing products. Source: Big Data: A Competitive Weapon For The Enterprise

  1. Supported by Big Data and its affiliated technologies, it’s now possible to embed intelligence into contextual marketing. The marketing platform stack in many companies is growing fast based on evolving customer, sales, service and channel needs not met with existing systems today. As a result, many marketing stacks aren’t completely integrated at the data and process levels.  Big data analytics provides the foundation for creating scalable Systems of Insight to help alleviate this problem.  The following graphic is from the Forrester study made available for free download on the SAS site, Combine Systems Of Insight And Engagement For Contextual Marketing Tools And Technology: The Enterprise Marketing Technology Playbook.



  1. Forrester found that big data analytics increases marketers’ ability to get beyond campaign execution and focus on how to make customer relationships more successful.By using big data analytics to define and guide customer development, marketers increase the potential of creating greater customer loyalty and improving customer lifetime. The following graphic is from the SAS-sponsored Forrester study How Analytics Drives Customer Life-Cycle Management Vision: The Customer Analytics Playbook (PDF).

  1. Optimizing selling strategies and go-to-market plans using geoanalytics are starting to happen in the biopharma industry. McKinsey found that biopharma companies typically spend 20% to 30% of their revenues on selling, general, and administrative If these companies could more accurately align their selling and go-to-market strategies with regions and territories that had the greatest sales potential, go-to-market costs would be immediately reduced. Source:  Making Big Data Work: Biopharma, McKInsey & Company.

  1. 58% of Chief Marketing Officers (CMOs) say search engine optimization (SEO) and marketing, email marketing, and mobile is where big data is having the largest impact on their marketing programs today. 54% believe that Big Data and analytics will be essential to their marketing strategy over the long-term. Source: Big Data and the CMO: What’s Changing for Marketing Leadership?

  1. Market leaders in ten industries Forbes Insights tracked in a recent survey are gaining greater customer engagement and customer loyalty through the use of advanced analytics and Big Data. The study found that across ten industries, department-specific analytics and Big Data expertise were sufficient to get strategies off the ground and successful; enterprise-wide expertise and massive culture change was accomplished after pilot programs delivered positive results. Source: Forbes Insights, The Rise of The New Marketing Organization.

  1. Big Data is enabling enterprises to gain greater insights and actionable intelligence into each of the key drivers of their business. Generating revenue, reducing costs and reducing working capital are three core areas where Big Data is delivering business value today.  An enterprises’ value drivers scale more efficiently when managed using advanced analytics and Big Data.  The following value tree or roadmap to value illustrates this point.  Source: Big Data Stats from Deloitte.

  1. Customer Value Analytics (CVA) based on Big Data is making it possible for leading marketers to deliver consistent omnichannel customer experiences across all channels.CVA is emerging as a viable series of Big Data-based technologies that accelerate sales cycles while retaining and scaling the personalized nature of customer relationships. The bottom line is that CVA is now a viable series of technologies for orchestrating excellent omnichannel customer experiences across a selling network. Source:   CapGemini Presentation, From Customer Insights to Action Ruurd Dam, November 2015.


вторник, 20 июня 2017 г.

INFOGRAPHIC: A BEGINNER’S GUIDE TO MACHINE LEARNING ALGORITHMS



We hear the term “machine learning” a lot these days (usually in the context of predictive analysis and artificial intelligence), but machine learning has actually been a field of its own for several decades. Only recently have we been able to really take advantage of machine learning on a broad scale thanks to modern advancements in computing power. But how does machine learning actually work? The answer is simple: algorithms.   
Machine learning is a type of artificial intelligence (AI) where computers can essentially learn concepts on their own without being programmed. These are computer programmes that alter their “thinking” (or output) once exposed to new data. In order for machine learning to take place, algorithms are needed. Algorithms are put into the computer and give it rules to follow when dissecting data.
Machine learning algorithms are often used in predictive analysis. In business, predictive analysis can be used to tell the business what is most likely to happen in the future. For example, with predictive algorithms, an online T-shirt retailer can use present-day data to predict how many T-shirts they will sell next month.  

REGRESSION OR CLASSIFICATION

While machine learning algorithms can be used for other purposes, we are going to focus on prediction in this guide. Prediction is a process where output variables can be estimated based on input variables. For example, if we input characteristics of a certain house, we can predict the sale price.
Prediction problems are divided into two main categories:
  • Regression Problems: The variable we are trying to predict is numerical (e.g., the price of a house)
  • Classification Problems: The variable we are trying to predict is a “Yes/No” answer (e.g., whether a certain piece of equipment will experience a mechanical failure)
Now that we’ve covered what machine learning can do in terms of predictions, we can discuss the machine learning algorithms, which come in three groups: linear models, tree-based models, and neural networks.

WHAT ARE LINEAR MODEL ALGORITHMS

A linear model uses a simple formula to find a “best fit” line through a set of data points. You find the variable you want to predict (for example, how long it will take to bake a cake) through an equation of variables you know (for example, the ingredients). In order to find the prediction, we input the variables we know to get our answer. In other words, to find how long it will take for the cake to bake, we simply input the ingredients.
For example, to bake our cake, the analysis gives us this equation: t = 0.5x + 0.25y, where t = the time it takes the bake the cake, x = the weight of the cake batter, and y = 1 for chocolate cake and 0 for non-chocolate cake. So let’s say we have 1kg of cake batter and we want a chocolate cake, we input our numbers to form this equation: t = 0.5(1) + (0.25)(1) = 0.75 or 45 minutes.
There are different forms of linear model algorithms, and we’re going to discuss linear regression and logistic regression.

LINEAR REGRESSION

Linear regression, also known as “least squares regression,” is the most standard form of linear model. For regression problems (the variable we are trying to predict is numerical), linear regression is the simplest linear model.

LOGISTIC REGRESSION

Logistic regression is simply the adaptation of linear regression to classification problems (the variable we are trying to predict is a “Yes/No” answer). Logistic regression is very good for classification problems because of its shape.

DRAWBACKS OF LINEAR REGRESSION AND LOGISTIC REGRESSION

Both linear regression and logistic regression have the same drawbacks. Both have the tendency to “overfit,” which means the model adapts too exactly to the data at the expense of the ability to generalise to previously unseen data. Because of that, both models are often “regularised,” which means they have certain penalties to prevent overfit. Another drawback of linear models is that, since they’re so simple, they tend to have trouble predicting more complex behaviours.

WHAT ARE TREE-BASED MODELS

Tree-based models help explore a data set and visualise decision rules for prediction. When you hear about tree-based models, visualise decision trees or a sequence of branching operations. Tree-based models are highly accurate, stable, and are easier to interpret. As opposed to linear models, they can map non-linear relationships to problem solve.

DECISION TREE

A decision tree is a graph that uses the branching method to show each possible outcome of a decision. For example, if you want to order a salad that includes lettuce, toppings, and dressing, a decision tree can map all the possible outcomes (or varieties of salads you could end up with).
To create or train a decision tree, we take the data that we used to train the model and find which attributes best split the train set with regards to the target.
For example, a decision tree can be used in credit card fraud detection. We would find the attribute that best predicts the risk of fraud is the purchase amount (for example that someone with the credit card has made a very large purchase). This could be the first split (or branching off) – those cards that have unusually high purchases and those that do not. Then we use the second best attribute (for example, that the credit card is often used) to create the next split. We can then continue on until we have enough attributes to satisfy our needs.

RANDOM FOREST

A random forest is the average of many decision trees, each of which is trained with a random sample of the data. Each single tree in the forest is weaker than a full decision tree, but by putting them all together, we get better overall performance thanks to diversity.
Random forest is a very popular algorithm in machine learning today. It is very easy to train (or create), and it tends to perform well. Its downside is that it can be slow to output predictions relative to other algorithms, so you might not use it when you need lightning-fast predictions.

GRADIENT BOOSTING

Gradient boosting, like random forest, is also made from “weak” decision trees. The big difference is that in gradient boosting, the trees are trained one after another. Each subsequent tree is trained primarily with data that had been incorrectly identified by previous trees. This allows gradient boost to focus less on the easy-to-predict cases and more on difficult cases.
Gradient boosting is also pretty fast to train and performs very well. However, small changes in the training data set can create radical changes in the model, so it may not produce the most explainable results.

WHAT ARE NEURAL NETWORKS

Neural networks in biology are interconnected neurons that exchange messages with each other. This idea has now been adapted to the world of machine learning and is called artificial neural networks (ANN). The concept of deep learning, which is a word that pops up often, is just several layers of artificial neural networks put one after the other.
ANNs are a family of models that are taught to adopt cognitive skills to function like the human brain. No other algorithms can handle extremely complex tasks, such as image recognition, as well as neural networks can. However, just like the human brain, it takes a very long time to train the model, and it requires a lot of power (just think about how much we eat to keep our brains working).
Dataiku - Top Prediction Algorithms

пятница, 6 ноября 2015 г.

Strategic Chessboard



A recent article by AT Kearney (“Playing the New Strategy Chessboard”) makes an attempt at finding an overall framework for the various strategy theories that have been in fashion over the last fifty years or so. Did you ever wonder how Porter’s Five Forces, Slywotzky’s Profit Patterns, Prahalad and Hamel’s Competing for the Future, Kim and Mauborgne’s Blue Ocean Strategy and Moore’s Crossing the Chasm are related? This strategy chessboard is an attempt at bringing some order to these theories and fit them into an overall framework.

The fundamental dimensions of industry predictability on one side, and a company’s desire, need and ability to either shape the industry or adapt to whatever changes happen on the other side, make sense. My problem with the framework is that when you get past the basic 2×2 matrix, the listing of the various theories and approaches within each quadrant is quite random. Furthermore, the approach to strategy development outlined in the article (perform company analysis, perform industry analysis, perform competitor analysis, conclude an appropriate quadrant or “entry lens,” develop an enriched perspective and a set of options, evaluate options against company DNA, finalize recommendations), while pragmatic and appropriate, is not exactly revolutionary.
Nevertheless, I think the description of the broad landscape of theories may be helpful in many instances. I picture a company that initiates a strategic planning process, and three stakeholders arrive at the kick-off meeting with three different books, all convinced that their favourite author has the answer to all the problems…

суббота, 14 марта 2015 г.

5 Sales Acceleration Technologies That Drive Sales and Marketing Alignment

Vasquez8689

March 10, 2015

Oil and water. The Hatfields and McCoys. Sales and marketing.  Too often these two revenue-generating groups are in conflict with each other.
You know how the battle goes.
Sales complains that marketing is not producing enough quality leads. Marketing fires back that sales isn’t working the supplied leads hard enough.
The gloves come off and between all the bickering, business slips through the cracks.
Sales acceleration technologies that integrate seamlessly with your CRM can stop the finger-pointing and align your sales and marketing teams.
These five tools will help you bridge the gap between these departments, and will generate revenue for your company:

1. Predictive analytics

Infusing predictive analytics into your CRM seamlessly injects the power of big data into your marketing and sales workflow. As predictive analytics technology applies insights from billions of sales interactions to the leads generated by marketing, it is able to prescriptively sort those leads according to which are most likely to convert into opportunities and close. Armed with analytics, reps know which leads to work and when to contact them.

2. Dialing technology

Industry research indicates that only 27 percent of leads supplied to sales by marketing are ever contacted.  We also know that immediacy matters when it comes to contacting leads, as 78 percent of buyers choose the vendor that responds to their needs first.  Good leads can languish in the Bermuda Triangle that often exists between sales and marketing, taking so long to get contacted that they just disappear.
Dialing technology solves these sales problems.  A prescriptive dialer can pull the most relevant leads to the top of a rep’s list, enabling that rep to communicate with the right prospects, at the right time, with the right message.  Dialers integrate easily with other technologies like Salesforce.
Dialer technology further maximizes reps’ time by automatically logging data to the CRM, offering single-click dialing, automating voicemail and using local callerID display to increase connect rates.

3. Email tracking

Email is traditionally considered to be a marketing tool, but email tracking technology enables sales and marketing to share the power of the most preferred method of professional communication.
Screen Shot 2015-02-25 at 10.51.12 AM
Email tracking technology can provide real-time alerts to sales reps, delivering increased awareness of the buying signals exhibited by marketing leads.

4. Data-driven hiring

Of course, all the sales acceleration technology in the world is ineffective if placed in the wrong hands. To maintain mutual goodwill and enthusiasm between your sales and marketing departments, you have to get the right bodies in the right seats.
Data science applied to sales hiring measures the character dispositions of your applicants, scoring them on key traits in order to remove the guesswork from hiring.
Further, this type of technology allows you to audit the key attributes of all your employees to identify trends and themes that are specific to your business model and company culture. You can know how likely your reps are to succeed with the leads marketing hands them before they even step on the floor.

5. Gamification

With sales acceleration technology and the right people in the right seats, the last key for better aligning your sales and marketing teams is to keep both departments motivated in supporting the other, making each less inclined to play the blame game.
Gamification technologies used to motivate sales reps have been shown to boost sales performance by as much as 40 percent or more.
Paired with predictive analytics technology, gamification can leverage your company’s data and an individual rep’s performance history to pinpoint what motivates each rep.
Whenever leads are handed from marketing to sales, conditions are ripe for problems. Technology offers tools that can solve common lead generation snags, and align sales and marketing around company goals.