mediascience's posterous http://mediascience.posterous.com Most recent posts at mediascience's posterous posterous.com Thu, 11 Apr 2013 09:43:21 -0700 Invitation to connect on LinkedIn http://mediascience.posterous.com/invitation-to-connect-on-linkedin-1573 http://mediascience.posterous.com/invitation-to-connect-on-linkedin-1573

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Richard Edwards

From Richard Edwards

CEO at DataShaka
London, United Kingdom

mediascience's,

I'd like to add you to my professional network on LinkedIn.

- Richard

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Tue, 02 Apr 2013 06:32:00 -0700 Does Marissa Mayer Have What It Takes to Fix Yahoo? | ChiefExecutive.net | Chief Executive Magazine http://mediascience.posterous.com/does-marissa-mayer-have-what-it-takes-to-fix http://mediascience.posterous.com/does-marissa-mayer-have-what-it-takes-to-fix

CEO Briefing Newsletter Print

Filed under: CEO Briefing Newsletter

    

Does Marissa Mayer Have What It Takes to Fix Yahoo?

March 20 2013 by ChiefExecutive.net


First she ended telecommuting at Yahoo; more recently she has tightened up hiring standards a great deal according to Reuters, personally overseeing all new hirings which slows down the process. She reportedly wants to ignore recruits that didn’t graduate from top schools, saying in a recent tweet, “why can’t we just be good at hiring?” Mayer says further that she wants Yahoo to be people’s first choice not the “worst” choice to work in Silicon Valley.

Speaking on CNBC, turnaround veteran Fred Hassan, former CEO of Schering-Plough and chairman of Bausch + Lomb and senior partner at Warburg Pincus told Maria Bartiromo that he has mixed views on all this. CNBC asked Hassan if Mayer has the right stuff to turn around the company. “As a product person she is the right individual,” observes Hassan, “but as a leader she is two degrees of difficulty removed from the challenge. She has a lot of courage to take the job Yahoo. First, she has never been a public company CEO, and second, she has never had to face a turnaround. To be effective at a turnaround, one has to build the foundation from the inside to make this work. You cannot do this without culture change. It’s a much tougher job to conduct a turnaround.”

When pressed for details Hassan drew extensively from what he calls his “playbook,” which he describes as the CEO’s “ABC Advantage.” Hassan believes that attitude drives behavior; behavior drives culture; and culture then fosters executional excellence and sustainable high performance. According to Hassan, attitude, behavior and culture (ABC) are productivity advantages, in addition to business acumen and drive. In this way a CEO creates a culture that develops effective strategies and powerful execution.

His playbook forms the core of his recently published book Reinvent, which sets forth how he managed numerous turnarounds. Before chairing Bausch + Lomb’s board in March 2010, he was recruited after the Pfizer/Pharmacia merger in 2003 to be chairman and CEO of Schering-Plough. The pharma giant could hardly have been in worse shape, according to management advisor Ram Charan. Its revenues were plunging; it had no promising products ready to pick up the slack; and various authorities of the U.S. government had launched investigations with no end in sight. Fortune magazine predicted that “Fred Hassan may be heading toward his first high-profile failure,” and that it would be “miraculous “ if the company survived.

After fixing what was broken at Schering-Plough the company embarked on 17 straight quarters of double digit revenue growth. What was a cash burn of almost a billion dollars a year turned into a positive cash flow of $2 billion. (Prior to S-P Hassan turned around Sweden’s Pharmacia and Michigan’s Upjohn in 1997-1998, so the playbook is based on a good deal of direct experience.)

“She’s taking a hard look at talent. I agree that she is right to do this because one needs the right people in place to execute. It’s an important leg of the stool—but not the only one,” says Hassan. “Every new person represents a couple of million dollars in new investment. But she has to take people with her and I don’t necessarily see that happening as clearly as it should.

“What’s critical at this stage is communicating her view of the future. It’s about her personal authenticity. It’s about building trust and purpose so that people can believe in her and see a common purpose. Once they have that they are inclined to want to come to work every day to see it through. Once people see a common mission people will converge around doing the right things. Right now she does things that the media notices and that people question and see as arbitrary. She’s doing the right things, things she learned at Google around products that are definitely good for Yahoo, but as to fixing the culture it is not so clear. She needs help and advice from her board.”

Read: http://video.cnbc.com/gallery/?play=1&video=3000153945#eyJ2aWQiOiIzMDAwMTU1NDE0IiwiZW5jVmlkIjoiRkRjYkZ2RnJCYWJySVFYS3FHdEdMQT09IiwidlRhYiI6InRyYW5zY3JpcHQiLCJ2UGFnZSI6IiIsImdOYXYiOlsiwqBMYXRlc3QgVmlkZW8iXSwiZ1NlY3QiOiJBTEwiLCJnUGFnZSI6IjEiLCJzeW0iOiIiLCJzZWFyY2giOiIifQ==

Read: http://www.huffingtonpost.com/jennifer-erickson/marissa-mayer-backlash-re_b_2908194.html

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Tue, 02 Apr 2013 06:30:00 -0700 9 Vital Tools for Leaders Facing Long Odds | LinkedIn http://mediascience.posterous.com/9-vital-tools-for-leaders-facing-long-odds-li http://mediascience.posterous.com/9-vital-tools-for-leaders-facing-long-odds-li

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Mon, 25 Mar 2013 08:48:54 -0700 How to address engineering gender imbalance http://mediascience.posterous.com/how-to-address-engineering-gender-imbalance http://mediascience.posterous.com/how-to-address-engineering-gender-imbalance

Great article! We should do this.

http://www.fastcolabs.com/3005681/how-hack-broken-gender-dynamics-workplace

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Sun, 24 Mar 2013 02:27:02 -0700 Innovation debt (from twitter) http://mediascience.posterous.com/innovation-debt-from-twitter http://mediascience.posterous.com/innovation-debt-from-twitter A bit sensationalist but some good points about preventing team burnout:
http://www.innovationexcellence.com/blog/2013/03/23/avoiding-innovation-debt/

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Sat, 23 Mar 2013 06:18:38 -0700 Link from Twitter http://mediascience.posterous.com/link-from-twitter-59455 http://mediascience.posterous.com/link-from-twitter-59455 smartdatacollective.com/mark-smith/112996/big-data-more-valuable-kapow

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Tue, 19 Mar 2013 07:47:00 -0700 Big Data Incubator – Frost Venture Partners - Daniel D. Gutierrez | Big Data Republic http://mediascience.posterous.com/big-data-incubator-frost-venture-partners-dan http://mediascience.posterous.com/big-data-incubator-frost-venture-partners-dan
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Mon, 18 Mar 2013 03:55:00 -0700 Navigating the “big data” challenge - Bain Brief - Bain & Company - Publications http://mediascience.posterous.com/navigating-the-big-data-challenge-bain-brief http://mediascience.posterous.com/navigating-the-big-data-challenge-bain-brief
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Mon, 11 Mar 2013 07:50:00 -0700 Why Twitter Just Bought Bluefin Labs - Business Insider http://mediascience.posterous.com/why-twitter-just-bought-bluefin-labs-business http://mediascience.posterous.com/why-twitter-just-bought-bluefin-labs-business

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Mon, 11 Mar 2013 07:45:00 -0700 A new reality between the CMO and CIO | ZDNet http://mediascience.posterous.com/a-new-reality-between-the-cmo-and-cio-zdnet http://mediascience.posterous.com/a-new-reality-between-the-cmo-and-cio-zdnet

By now, you've probably heard the prediction floating around that by 2017 or so, the CMO will have a larger operating budget than the CIO. By itself, it's not particularly surprising, as marketing has long had a focus on major media and broad market engagement, both expensive propositions in today's ever-more fragmented media world. Furthermore, with most large companies becoming global, the urgency to better connect with all corners of the marketplace and drive regional business growth has steadily pushed up CMO budgets in recent years.

In contrast, IT is still looked at largely as an overhead expense, something to be contained and reduced, even as digital business has finally experienced a modest renaissance in the last few years as a direct driver of revenue and competitive advantage. Nevertheless, IT spending will be up globally by 4.2 percent in 2013, as companies tackle tablets, big data, enterprise software upgrades, and improved networks.

If you think these look mostly like infrastructure investments, however, then you'd be right. The reality is that the strategic use of information technology for growing and transforming the business is frequently not led by IT today. In fact, that's what the CMO budget growth data point purports to show: That marketing has now become a top consumer of IT in most large organizations.

The Balance of CMO and CIO Responsibilities in a Social, Mobile, and Data-Driven World of Engagement

What's more, beyond the increasingly rapid cycle times of today's online world, and the broad demographic shift of consumers to mobile and social channels, the cloud has become a principle enabler of IT liberation by unleashing a tsunami of on-demand services that can be quickly spun up by non-experts to meet business demand. These are new online services that manage customer relationships, deliver cross-channel marketing experiences, orchestrate digital advertising, and help business users react to the volumes of data that result from these activities to drive operations and support executive decision making.

This is creating a distinct sense of overlap and a blur of corporate responsibility as CMOs evaluate, acquire, and field extensive new IT capabilities for digital advertising, customer experience management, CRM, and other related functions across a growing set of touch points, which now include at a bare minimum traditional media, online media, social media, and mobile devices. A decade ago, much of the service delivery for these functions would be delegated under the CIO, who would support the marketing department and other groups in their IT endeavors as needed (although largely on IT's schedule). Now, as my ZDNet colleague Paul Greenberg recently observed, "marketing is at the forefront of strategic technology investment".

But as I noted just over a year ago in my analysis of the five big IT trends for the next half decade, CIOs themselves are largely not trying to get ahead of this curve. In fact, they are on a largely evolutionary technology road map, and frequently eschew the pursuit of breakthroughs that will give their companies major advantage. Why? Because their traditional role of developing infrastructure and keeping it operating (and manageable and secure) tends to make them risk adverse and focused on business continuity.

Taken as a whole, this inclination to avoid risk, combined with: 1) the growth of application backlogs created by years of constrained budget; 2) a parochial vision of IT as a central function; and 3) compelling new business solutions pouring into organizations from mobile app stores and cloud/SaaS, has resulted in a tremendous volume of pent-up IT demand that simply can't be met through a traditional IT approach.

These tensions have led inexorably to widespread consumeration. Bring your own devices (BYOD) and bring your own apps (BYOA) are the norm today, as business users take the technology reigns into their own hands. This also means that as we enter the era of deep engagement, the marketing department is uniquely positioned to be the internal business leader in managing the technologies on the boundary between our companies and the rest of the world. The CMO thus has both the mandate and the urgent requirement to enable digital engagement in a way that no other group does, and the ready capability to do it without much help from IT.

How will CMOs and CIOs reconcile today's shifting responsibilities?

I've attempted to describe the realignment and overlap in the work that CMOs and CIOs now both do in the visual shown above. It's clear from this that each function has some strengths over the other in certain areas: IT is better at operations, cost efficiency, and managing exceptions. Marketing is much better at customer experience, using data for business decisions, and moving quickly to seize a perceived market advantage. Some might quibble at whether IT is really better at innovation, but each function clearly has abilities in all of the areas listed, and the edge still goes to IT departments in my opinion. When they want to, anyway.

What's disturbing, however, is that it's clear from this view how much overlap there truly is today between the CMO and CIO. Another key indicator: I've noted previously that I've encountered a growing number of people with the title of CIO of marketing in recent months, showing how marketing departments are staffing up on their own senior IT executives in a quest to better execute on their mandate.

From these trends and others, I predict a couple of significant shifts in many organizations in the next few years to better respond to the evident blurring and overlap of who is in charge of leading technology within the business:

  1. Many CIOs will become the chief infrastructure officer. They will be responsible for networks, data storage, devices, and security. They will not be as directly in charge of digital business or technology innovation in the line of business. They will largely not be leading digital innovation.

  2. Strategic IT innovation will come from technology-savvy digital natives in the lines of business. These largely seem to be up-and-comers willing to take risks and upset the status quo. They have less to lose and more ability to think outside the box of the local IT bureaucracy. These will build next-generation digital business products and services, transformative new customer experiences, well-integrated cross-channel data-driven marketing solutions, and more that makes the fundamental assumption that agility, innovation, actionable data science, and deep customer engagement are an imperative to grow the business and outmanoeuvre competitors. They will be directly aided and abetted by on-demand cloud solutions in all their forms.

These two shifts won't always be the case in every organization, but I currently believe both of them will represent the broad trend as IT appears ready to separate into centralized infrastructure and decentralized innovation. This will be good for our businesses, good for IT (which is frequently lambasted for slow business leadership), and will overcome what my friend and colleague Michael Krigsman calls the primary "conflicting goals" of IT leadership today.

I'd note that we've also seen this conflict in enterprise architecture and elsewhere in recent years as a combined innovation and infrastructure mandate appear to have hampered the healthy growth and evolution of our organizations.

I believe that we can already see this shift happening today and CMO and CIOs will largely be better off, if they can agree on workable basic rules of engagement. This is likely to look like IT making what the marketing department does secure, safe, and governed, while the CMO tries out the latest new idea quickly and inexpensively. It's a brave new world that seems to be happening because of the pervasiveness of the cloud. It will be a vital set of changes for all of us to watch closely.

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Mon, 11 Mar 2013 07:34:00 -0700 Infographic: How Ready Is the Enterprise to Leverage Big Data? - Saul Sherry | Big Data Republic http://mediascience.posterous.com/infographic-how-ready-is-the-enterprise-to-le http://mediascience.posterous.com/infographic-how-ready-is-the-enterprise-to-le
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Wed, 06 Mar 2013 11:39:31 -0800 MediaPost Publications Big Data And The Future Of Programming - Or Not 03/06/2013 http://mediascience.posterous.com/mediapost-publications-big-data-and-the-futur http://mediascience.posterous.com/mediapost-publications-big-data-and-the-futur http://www.mediapost.com/publications/article/194980/big-data-and-the-future-...

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Tue, 05 Mar 2013 15:36:27 -0800 BI Self-Service at Scale | Inside Analysis http://mediascience.posterous.com/bi-self-service-at-scale-inside-analysis http://mediascience.posterous.com/bi-self-service-at-scale-inside-analysis http://www.insideanalysis.com/2012/06/bi-self-service-at-scale/

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Tue, 05 Mar 2013 15:34:36 -0800 In Marketing, People Are Not Numbers - Sam Ford - Harvard Business Review http://mediascience.posterous.com/in-marketing-people-are-not-numbers-sam-ford http://mediascience.posterous.com/in-marketing-people-are-not-numbers-sam-ford http://blogs.hbr.org/cs/2013/02/how_companies_avoid_spreadabil.html

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Fri, 01 Mar 2013 11:35:29 -0800 Tweet from Peter Bailis (@pbailis) http://mediascience.posterous.com/tweet-from-peter-bailis-pbailis http://mediascience.posterous.com/tweet-from-peter-bailis-pbailis
Peter Bailis (@pbailis)
I made an incomplete, maybe useful list of interesting, mostly recent data warehousing/"big data" papers gist.github.com/pbailis/5066860

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Tue, 26 Feb 2013 14:04:33 -0800 Automatic reply: [mediascience] Agile Analytics http://mediascience.posterous.com/automatic-reply-mediascience-agile-analytics-82555 http://mediascience.posterous.com/automatic-reply-mediascience-agile-analytics-82555
Thanks for your mail, however I am out of the business until Wednesday. If your message is urgent, please email hello@media-science.com.

Kind Regards

Richard

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Tue, 26 Feb 2013 14:03:38 -0800 Agile Analytics http://mediascience.posterous.com/agile-analytics http://mediascience.posterous.com/agile-analytics
BR13-02-25-Composite-c.pdf Download this file

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Thu, 21 Feb 2013 08:57:14 -0800 Link from Twitter http://mediascience.posterous.com/link-from-twitter http://mediascience.posterous.com/link-from-twitter blog.prettylittlestatemachine.com/blog/2013/02/2…

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