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Showing posts with label CIO. Show all posts
Showing posts with label CIO. Show all posts

Analytics in Sports - The Bonus Not the Replacement

After receiving numerous emails and tweets from the sports industry naysayers regarding last month's blog on using analytics in the sports industry, here are the answers to the top 3 questions posed regarding analytics as a bonus not a replacement of any processes in place.

Question:  How can analytics determine when a player is going to have a stress fracture or tear an ACL?  Athletes can step or land the wrong way at any time in soccer, rugby, basketball and especially football.

Answer:  It's all about the data. If the player's injury history, the maximum levels the player can perform and his functional movement patterns and limitations are tracked over time, the length of time specific body parts will function at high levels can be forecasted.  Of course, some athletes are freaks of nature and outlast more than others but if the Chicago Bulls had this information upfront about Derrick Rose, they could have adjusted their roster and payouts accordingly.

Question:  Most sports like the NBA, NFL, MLS and MLB have scouts that travel to watch practices and games all the time to evaluate players and watch film.  Does analytics replace these jobs in the future?

Answer:  Absolutely not.  You can never replace the skilled eye and intuition for talent, especially from people who have either played the sport on a professional level or have studied the sport and what it takes to be successful on the professional level.  Analytics, however, can be used to determine which types of players (build/physical makeup, speed, reach/span, age) are more likely to be successful based on a team's dynamic and the blending of other players on the team - again based on well-defined history of data tracked.

Question: NBA teams seem to use analytics for their coaching as well to determine what are the most successful plays given certain scenarios.  Analytics seems to take the art from coaching and makes it a science created by algorithmic nerds.

Answer:  Always an engineering and systems supporter but never a fan of using analytics to devalue the competition and athleticism during games, it is, however, a good extra piece of information that coaches can use to augment their decisions based on match-ups, team members in foul trouble, PPG of key players at a point of time and opponent history during the same quarter in similar situations.  Mark Cuban and Rick Carlisle are huge supporters of analytics in how it coaches up from the data to give the competitive advantage to increase the team's chances of winning the game.  Keep in mind if every team uses analytics, it turns into which Ivy League analyst and data developer is the smartest - definitely not what any sports fan wants to hear about when it comes to the love of the sport.

CEO Vision with Blurry Funding

THE WORLD IS YOURS...
Executive leadership or entrepreneurship makes you believe the world is yours.  However, being in charge requires having a vision and understanding that you need people in place to properly plan and execute.  More importantly, there needs to be someone in place to balance the risks you want to take.

The job of any C-level executive involves guiding a strategic direction around the mission of the organization.  But regardless of the size of the company, the budget has to be able to exist or grow to sustain the vision.

Here's how to make sure the company mission is aligned with the funding with the right checks and balances to counteract unwise risks:

  1. Identify the goals and the resources necessary to achieve them.   This requires having someone in place that has witnessed the success or experienced the failure to truly understand the time it takes and the quality of the people necessary to make things happen.  The result of this exercise should be a blueprint with a timeline including the number of costs associated to each action required to achieve the goal.
  2. Evaluate the capital.  Do not count on contingent funding that may/may not appear on time.  Base this on guaranteed account receivables that take less than 90 days to collect or 50% of the promised capital funding or expense allocation or approved business lending with minimal contingencies.  Depending upon the costs required for #1, determine what it would take to remain under budget by at least 30% in case funding gets slashed.
  3. Trim down the long-term goals into finer short-term objectives.  Whatever is remaining that cannot be completed will require some prioritization.  Give first priority to anything that has high impact and low effort followed by high impact and medium effort.  It's better monetarily and morally to have productivity for a goal than to just keep people busy.

There is nothing wrong to envision with a wide view but the person who understand financially how to get there will help narrow the focus for a better chance of success.  The vision won't be funny if it is within reach of the money. #checksandbalances

When Projects Are Confused with Strategy

Too often executives use terminology to their advantage to add work that is contradictory with the trends of reducing spend. The verbiage is used to cushion and dispel rumours of unnecessary spending. If changes or new development have to be completed to meet business needs, should this be labeled as a project or a strategy? Does the label "strategy" constitute more funding than "project"? Does a defining strategy override the need to minimize overhead?

It is important to recognize that strategy embodies a vision that requires multiple tasks to be accomplished for a common goal. A project is a set of well-defined tasks that accomplish business requirements and directives. Many projects are birthed from a strategy but the two are not interchangeable.

For example, if a company chooses to build an ODS (operational data store) based on frequent data feeds from external data sources, there are usually two compelling reasons - 1) reduce overhead of reporting development and maintenance from different data sources and 2) implement and simplify business intelligence in a format understandable by sales, marketing, and operations executives. The project to create the ODS is a very important part of the strategy of providing visibility and transparency to customers and cross-departmental executives to increase customer satisfaction and develop better products/services for its consumers. Now if there is no unique identifier to relate consumers and products/services across the ODS, there needs to be a one-time data update to create and amass this key for reference. This is neither a project nor a strategy but a one-time assignment and task for a data update for the synchronization across the ODS to happen successfully.

In essence, strategy does not equal to project. While strategies are normally highly funded, projects have to be formed to implement the strategy accurately. One time tasks that only provide an immediate business need are not projects and should not be labeled accordingly. Test it out. What projects are you working on to impact a strategy or fulfill an immediate business need? The answer defines whether you are a key component to a greater vision.
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It's Raining Savings In the Cloud

In the midst of economic uncertainty or modest revenue gains, strategic methods of savings are important to leaders. The CIO is put in a position to review IT costs and cut expenses while keeping the business operational and transparent with improved tracking. Cloud computing is the phenomenon that is shifting organizations from developing, servicing and supporting business functional systems to analyzing, developing, and allowing externally hosted solutions. Why is the shift to cloud computing moving swiftly? It is a viable option that can “rain” savings and provide the most value to any organization.


Cloud computing is the latest trend in Total Cost-of-Ownership (TCO) because it streamlines software, hardware, and/or development to an off-site location hosted by reputable vendors. The services offered by reputable vendors like Oracle (including SUN), Google, Salesforce.com, Amazon, and Microsoft fall into one of three categories: software-as-a-service provider; infrastructure-as-a-service provider (offering Web-based access to storage and computing power); and platform-as-a-service providers (giving developers tools to build and host Web applications). Although security remains the dominant concern of leaders not moving in the cloud trends, there are three reasons why major financial, healthcare, pharmaceutical, consumer goods, security, and not-for-profit, and government institutions are investing in cloud computing to thwart declines in their bottom line.

Read more about the three top savings.

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