• Home
  • About
  • The Good Strategy Blog
  • Strategy
    • Data Warehousing
    • Ask Martyn

GOOD STRATEGY

~ for every significant challenge

GOOD STRATEGY

Category Archives: accountability

Big Data Predictions for 2017

01 Sunday Jan 2017

Posted by Martyn Jones in 4th generation Data Warehousing, accountability, agile, All Data, Big Data, Big Data 7s, Big Data Analytics, dark data, data architecture, Data governance, Data Lake, data management, data science, Data Supply Framework, Data Warehouse, Data Warehousing, pig data, The Amazing Big Data Challenge, The Big Data Contrarians

≈ 1 Comment

Mount_Everest_as_seen_from_Drukair2_PLW_editBig Data Predictions for 2017

Prologue

You want Big Data predictions for 2017?

You’ve got ’em!

These are my Big Data, Data Warehousing and Analytics extrapolations for 2017. They are based on extensive, exhaustive and enigmatic work carried out by top-notch researcher gurus at Cambriano Energy, between December 2015 and December 2016.

So, stick with us as we survey the landscape that will be Big Data in 2017. Continue reading →

BREXIT: Where’s Theresa May’s Plan B?

10 Saturday Sep 2016

Posted by Martyn Jones in 4th generation Data Warehousing, accountability, Ask Martyn, Brexit, community, European Union, Good Strat, Good Strategy, Marty does, Martyn does, Martyn Jones, Martyn Richard Jones, Planning, Politics, Strategy, United Kingdom

≈ Leave a comment

Image1

image12Martyn Richard Jones

Dublin, 10th September 2016

Theresa May, as Prime Minister of Her Majesty’s Government, has overall responsibility for organising the United Kingdom’s retreat from the European Union.

But, Theresa May has a problem, she doesn’t appear to have a detailed plan for Brexit, at all.

Continue reading →

Consider this: Business Process Intelligence

30 Sunday Nov 2014

Posted by Martyn Jones in accountability, Consider this

≈ Leave a comment

Tags

business intelligence, business process, business process intelligence

Business process intelligence

As for the future, your task is not to foresee it, but to enable it.

Antoine de Saint-Exupery

The allure of future happiness

Companies the world over have been busily moving away from the more traditional function-based business structures, with their attendant silos of competence, overlapping roles and artificially limited responsibilities, to highly focused business-driven process models.

Well-bounded business process reengineering has often been a critical success factor in contemporary business strategies. So, new ways of looking at processes are introduced in order to bring about far greater levels of simplicity, marked improvements in service and product quality, new-found process robustness, greater customer intensity and intimacy.

This is accompanied by sea-change improvements in the ways that forward-looking organizations do business.

As part of this Information trend, businesses are working towards service-oriented business-process operating platforms, characteristically these new platforms are easily configured to capture and store a wide range of additional data, way above and beyond that which has been associated with more traditional in-house application developments and 3rd party Enterprise Resource Planning (ERP) applications.

This new level of data intensity and process abstraction means that businesses can essentially record every step, state and decision point in a business process flow, from initiation to closure. Which notionally allows businesses to closely monitor service levels and key performance indicators right down to the finest level of granularity, and across the entire business organization.

Businesses can now look at who does what, when, where, and how, which allows for the accurate pinpointing of process hotspots and process bottlenecks, and the rapid initiation of corrective measures.

Excitement, elation and enthusiasm

The separation of operational support and strategic decision support, using a combination of data warehousing and business intelligence, is being blurred. Suddenly senior management can really have their finger on the business pulse.

The digital nervous system now promises to become a reality.

Ae we are moving boldly forward into the realms of business intelligence that will not only tell companies what they have done wrong in the past but will assist decision-makers to formulating winning strategies for the future of organizations.

What senior executive could possibly turn down the opportunity to be on top of all aspects of the business that they are ultimately responsible for?

Benefits and features

Industry experts and pundits alike are heralding a significant shift in the usefulness of Business Intelligence, a premonition which frequently leads to assurances that we are witnessing the beginning of the end of Data Warehousing as we know it, the removal of a major capital expenditure burden from corporate IT budgets, and the unchaining and liberation of Business Intelligence, from the terrible drug-like dependency on the Data Warehouse paradigm. The promise of new-age BI is compelling and simple to comprehend, and assures accruable benefits far surpassing anything witnessed in the data warehousing and business intelligence world to date; for example:

  1. Business intelligence will become an integral part of business process applications and on-line transactional processing.
  2. Management will be able to see, at any point in time, exactly how the business is doing.
  3. Management will be able to plan ahead using the rich set of information that the new synergistic integration between BI and business process applications.
  4. There will no longer be a need to constrain the freedom of business intelligence by tying it to data warehousing.
  5. Far more sophisticated BI tools, technologies and techniques will appear in the coming twelve to eighteen months, driving a wedge between bleeding edge information systems and more traditional approaches to information, analytics and their management.
  6. BI will support embedded data analytics, real-time data visualization, and universal use – anyone within an organization will be able to use future-proofed BI.
  7. Data warehousing in business organizations will become redundant. (It’s daft, but it needed to be stated).

Hitches, glitches and biting reality

There are a number of issues that may affect the usefulness of the new-age business process oriented business intelligence:

  1. The newly reengineered business processes may not in fact be well designed, appropriate, or workable.
  2. The performance of operational application platforms may well seriously deteriorate if the same platforms are also used to collect large volumes of disparate process data and at the same time also be used to support unpredictable ad-hoc querying by sophisticated new-age business intelligence tools.
  3. There might be difficulties in coming to agreement on service level and key performance indicator measurements, especially if the process paths are complex and full of many decision points, process activities and tasks, and parallel operations.

Failure, despondency and desolation

Someway down the road with your newly found faith in new-age business intelligence you might start to question your belief.

Typically this will come about for one or all of the following reasons:

  1. Your business intelligence isn’t giving you an accurate picture of what happened in the past.
  2. The quality of data is such that no one in their right mind would use it to try and predict the future, never mind analyse the past.
  3. The future-proof promises of BI and claims about being able to predict the future are not turning out as planned.

Bottom-line comments

 The only way you can predict the future is to build it.

Alan Kay

Okay, let’s be frank and earnest here, and try and keep it simple without making it brainless. Let’s assume for one moment that all that has been claimed for new-age business intelligence is possible, and maybe it is, we may intuitively feel a sense of déjà vu, and dismiss the position out of hand as so much frivolous nonsense and sentimental belief, but let’s take a more balanced view, and instead pose some questions:

  1. Which organizations can afford to hire the required number of staff in order to be able to effectively visualize and analyse all of the sheer volumes of data and the new wealth of rich business process data that is being produced day in and day out, by businesses all over the globe?
  2. Who is really going to use all the data collected by the business processes?
  3. Who is going to trust the largely unverifiable new data?
  4. Who is going to get the real benefits, if any, which might be accruable from the analysis of the data?

There are some who might think that the claim that business intelligence can happily exist without data warehousing is the biggest load of nonsense ever conceived in the field of information management, and that it beggars belief that “expert” BI consultants seem to confuse “finger on the pulse” with “finger on the trigger of the gun held to the head of business”. The actuality of the real business world is at odds with so much of the BI hype and hyperbole being spun so crudely, so freely and so easily, with scant regard for the business consequences of sowing so much opinion and speculation and spreading the nonsense around like a happy farmer with a truck load of bullshit.

On reading the comments of some business intelligence experts, one could be forgiven for thinking that the intention is to convert commercial businesses into experiments in the creation of technology based busy-work. Let’s be down to earth now, do BI “experts” really think that businesses can afford the luxury of having teams of business analysts dedicated to looking at process data via business intelligence tools, all day and every day?

So here is a roundup of our position with regard to “data warehousing without a data warehouse” and new-age business intelligence:

  1. The problem still isn’t lack of data, companies have more data coming out of their “processes” than most business executives have time to shake a stick at. People are virtually drowning in the damn stuff. So, the problem is not lack of data, or lack of data richness, the problem is still lack of appropriate, adequate and timely information.
  2. As the father of data warehousing might say, the recurrent idea that you can have a successful data warehousing process without a real DW crops up like the flu virus; it comes around each and every year, and the same damn thing happens year in and year out, some people catch it, quite frankly far too many people – and then don’t know how to let go of it, even if it makes them, and everyone who comes into contact with them, pretty sick and as dumb as rocks.
  3. Monitoring business processes, collecting a humungous expanse of data, and then pushing it through a BI tool, will tell you less about future market directions, client behaviour, next year’s fashions and fads, and your real customer satisfaction levels, than a session with, for example, Madame Molotova, the flamboyantly extravagant eastern European clairvoyant.
  4. Fourthly, the only blurring of the boundaries between operational applications and data warehousing is in people’s heads, this fuzzy reasoning has led to fuzzy practice, often called pragmatism, in an effort to compound the ill-informed stupidity, but at the end of the day, they are still two sides of the same coin, but they are certainly not the same sides of the same.
  5. Next generation business intelligence requires next generation business process applications, based on a comprehensive mix of service oriented architectures, message brokerage, enhanced metadata, and intelligent information interchange (extended mark-up languages etc.) as well as comprehensive process monitoring technology, otherwise you will only reap a relatively very small benefit from the exercise.

The Bullet:

The BI “experts” are at it again, the little sods – trying to bury the principles of well-engineered data warehousing and complementary business intelligence, and denouncing the well proven approaches as being passé, anachronistic, or simply inappropriate.

Business Intelligence doesn’t fail because of data warehousing, this is a load of old nonsense spread by mischievous marketers and useful idiots – useful for helping to sell crap that no one really needs; it fails either because of an absence of a well-engineered data warehouse, carefully aligned to business wants, or because of the adoption of the “pragmatic approach” to data warehousing, which usually means a collection of what are euphemistically termed “data marts” – an approach that seems to have more adherents amongst the technologically light-weight and principle free, both in terms of vendors, and in terms of competence in your everyday business organisations.

Tip for today:

Trying to do comprehensive Business Intelligence without a well architected data warehouse (see W. H. Inmon: DW 2.0, and the Corporate Information Factory,) is simply stated, the strategic, tactical and operational decision support approach of fools.

BI implementations are complex and expensive, and trying to successfully implement BI without the use of a Data Warehouse is like taking on the challenge of diving from a airplane, one mile high, without the cumbersome overhead of having a parachute to slow you down.

BI “experts” who are focusing on the vague and peripheral crapola on the margins of BI, and to the detriment of core information management issues, are not adding any value, au contraire, they are rehashing naïve and sentimental approaches that should have been put to bed a long time ago.


File under: Good Strat, Good Strategy, Martyn Richard Jones, Martyn Jones, Cambriano Energy, Iniciativa Consulting, Iniciativa para Data Warehouse, Tiki Taka Pro

Aspiring Tendencies in IM: Strength and Innocence

03 Monday Nov 2014

Posted by Martyn Jones in accountability, Ask Martyn, Best principles, deceit, pain

≈ Leave a comment

Tags

accountability, aspiring tendencies in IM, ethics, good job, information management, Information Technology, IT business, Organisational Autism, organisational awareness, professionalism

“Anger is the enemy of nonviolence and pride is a monster that swallows it up.”

Mohandas Gandhi

Aspirational trends

The predominance of strength and innocence, better known as ignorance and arrogance, is undermining Information Management, and in turn is ensuring that many Data Warehousing and Decision Support initiatives are disappointments.

2015 will again give IM professionals the opportunity to regain some dignity and professional integrity.

First, by recognizing that there are grave problems within IM; then slowing down and halting the toxic trends, carelessness and bad practices; and then in subsequently, reversing, through intelligence, perseverance and integrity, the ingenuous and decrepit habits that still trouble the profession.

Present indications

In the rush to the bottom we throw excellence in analysis, architecture, engineering and business understanding, under the bus. In IM as well as in many other branches of IT (Information Technology), mediocrity has become the new excellent, regular the new exceptional, and shoddiness the new normal.

Whether it is in Data Warehousing, Big Data, Business Intelligence, Analytics, Decision Support or Data Integration, we see that professional integrity and ethical behaviour – already enough of a rarity in IT – is being repeatedly trumped by short-term expediency, wilful witlessness, and the cultivation and perpetuation of dogmas, dysfunctional behaviour and dubious doings.

The Information Management sector is rife with elaborate charlatanry, partisan expediency and wilful self-deception. There is not a day that goes by in which we are not submitted to an avalanche of contemptible claims from rogue IM evangelists, DW neophytes and unsophisticated opportunists, who chose to simply make things up as they go along.

Manifest requisites

It is in the best interests of IM to raise the profession out of the ditch; to reform the profession from the inside; to drive sea-change improvements in knowledge, quality and professional integrity; to ensure a drastic reduction in destructive hype, deception and dogma, and, to show the artless charlatans, chancers and snake-oil merchants the door.

Data Warehousing and Decision Support – if done right, and for the right reasons – can deliver tangible benefits to many organisations. Simply stated, if business information has a value in the realm of business and strategy then it should be treated as an asset, if it is an asset then it should be managed and nurtured as such, which means aiming to do the right thing right, first time, every time, whilst focusing on maximising confidence, availability and agility.


File under: Good Strat, Good Strategy, Martyn Richard Jones, Martyn Jones, Cambriano Energy, Iniciativa Consulting, Iniciativa para Data Warehouse, Tiki Taka Pro

The Leader, the Technologist and Their Accountability: Ten Lines of Enquiry

13 Monday Oct 2014

Posted by Martyn Jones in accountability, Ask Martyn, awareness, Best principles, governance, leadership, public, technology

≈ Leave a comment

Tags

accountability, IT Strategy, leadership, Politics, Strategy, technologist

My sister Liz was part of a group that offered support to the striking miners of Wales, Scotland and England.

They organized a public fund raiser and invited the politician Tony Benn to speak.

The trouble was that none of the support group were Labour people, and they weren’t the greatest admirers of British parliamentary democracy and the Labour party.

So they sort of moved the problem up-stream.

They asked me if I would be Tony’s minder for the night.

They didn’t actually use the word minder, but that what it was mainly about.

Because they probably reckoned that as a long time Labour member myself with an unquestioning belief in Westminster democracy, we might actually be able to talk the same language.

I had dinner with Tony that day, just before he was due to speak.

The conversation came around to Tony’s book, Arguments for Democracy.

Well, actually I had pushed the conversation in that direction.

I mentioned that I had read it at least three times, and that I used some of the examples from the book in my work.

In particular the part dealing with the questions that an elected politician and Minister of State must ask any technologist who is proposing a new projects or programme.

I told him that I had applied these principles in a large US multi-national corporation called Sperry, notorious for its Republican hue, its affinity to the Department of Defense, intelligence agencies and Federal Government, and its alleged hire and fire culture – which somehow I managed to evade for almost thirteen years.

He found that quite funny, in a surreal way.

I said “over the last eighteen years I have often used the following questions, which you designed to indicate that the role of the elected representative and minister is not to seek to reproduce the expertise, which he or she could not do, but to see that the expert is subjected to rigorous cross-examination on behalf of the people”.

 Anyway, to cut a long story short, I shall now move on to the crux of the matter. 

But before then, a final comment. 

Because I have been using these lines of enquiry primarily in business I have replaced the role of the government minister with that of the Project Board and project stakeholders, and the role of the “people” with the role of the organisational stakeholders and the business community.

So here you have it. The leader must ask the technologist:

First, would your project, if carried through, promise benefits to the organisation, and if so, what are the benefits, how will they be distributed and to whom and when will they accrue?

Second, what disadvantages would you expect might flow from your work? Who would experience them? What, if any, remedies would correct them? Is the technology for correcting them sufficiently advanced for the remedies to be available when the disadvantages begin to accrue? 

Third, what demands would the development of your project make upon our resources of skilled manpower [I would include demands on all organizational resources in this context, and would also ensure to enquire about the availability of those resources]

Fourth, is there a cheaper, a simpler, and a less sophisticated way of achieving at least part of your objective and if so, what would it be, and what proportion of your total objective would have to be sacrificed if we adopted it?

Fifth, what new skills would have to be acquired by people who would be called upon to use the product or project which you are recommending, and how could these skills be created? 

Sixth, what skills would be rendered obsolete by the development that your propose, and how serious a problem would the obsolescence of these skills create for the people who have them?

Seventh, is the work upon which you are engaged being done, or has it been done, or has it been started and stopped in other parts of the world, and what experience is available from abroad [elsewhere] that might help us to assess your own proposal?

Eighth, if what you propose is not done, what disadvantages or penalties do you believe will accrue to the organisation, and what alternative projects might be considered 

Ninth, if your proposition is accepted, what other work in the form of supporting systems should be set in hand simultaneously, either to cope with the consequences or to prepare for the next stage and what would the next stage be?

Tenth, a final and very important question. If an initial decision to proceed is made, how long will the option to stop remain open, and how reversible will this decision be at progressive stages beyond there?

Later that evening I had to drive Tony to the station to catch his train to Oxford.

We were late, it looked like we would miss the train.

In the car I asked Tony if he would care to sign my copy of Arguments for Democracy.

He did.

Trouble was, in the rush he didn’t pick up anything to read on the train and he hadn’t brought anything with him.

So I gave him The Chomsky Reader. Which just happened to be on the back seat of the car.

As one would.

Anyway, off we rushed. Hell for leather through the empty streets of Worcester.

We arrived at the station in time to catch the train.

Job done.

Follow GOOD STRATEGY on WordPress.com

Top posts

  • Data Trailblazers: 2022 Vision
  • The World's Best Data Quotes... Including Big Data quotes
  • Reality Check: Data Mesh and Data Warehousing  
  • Mario Benedetti, 1920 To 2009
  • Postmodern Digital Stories: We've never seen anything like this before
  • Bullshit at the Data Lakehouse
  • Myth-busting: Data Mesh and Data Warehousing - Revisited

Enter your email address to follow this blog and receive notifications of new posts by email.

Join 2,336 other subscribers

Names in the cloud

4th generation Data Warehousing All Data Ask Martyn Big Data Big Data 7s Big Data Analytics Business Intelligence business strategy Consider this dark data data architecture Data governance Data Lake data management data science Data Supply Framework Data Warehouse Data Warehousing Good Strat goodstrat Good Strategy IT strategy Martyn does Martyn Jones Martyn Richard Jones pig data Politics Strategy The Amazing Big Data Challenge The Big Data Contrarians

The Good Strat Archives

  • January 2022
  • December 2021
  • November 2021
  • June 2020
  • May 2020
  • April 2020
  • March 2020
  • July 2019
  • June 2019
  • May 2019
  • December 2018
  • January 2018
  • December 2017
  • October 2017
  • August 2017
  • July 2017
  • June 2017
  • May 2017
  • April 2017
  • March 2017
  • February 2017
  • January 2017
  • December 2016
  • September 2016
  • August 2016
  • May 2016
  • March 2016
  • February 2016
  • January 2016
  • December 2015
  • November 2015
  • August 2015
  • July 2015
  • June 2015
  • May 2015
  • April 2015
  • March 2015
  • February 2015
  • January 2015
  • December 2014
  • November 2014
  • October 2014
  • September 2014

The Stats

  • 98,696 hits

Recent posts

  • Data Trailblazers: 2022 Vision January 2, 2022
  • Tea with The Data Contrarian: Afilonius Rex December 10, 2021
  • Reality Check: Data Mesh and Data Warehousing   December 5, 2021
  • Myth-busting: Data Mesh and Data Warehousing – Revisited November 25, 2021
  • Heaven help us! Have you seen the latest Virtual Data Warehouse bullshit? June 26, 2020
  • DATA! STRATEGY, INNOVATION AND VALUE BULLSHIT June 9, 2020
  • Big data’s unvirtuous circus and twelve v-words May 17, 2020
  • Laughing at Big Data – What’s on the inside May 16, 2020
  • Why I called bullshit on the data lakehouse nonsense May 16, 2020
  • Laugh at Big Data – download my ebook for free on 17th May. May 16, 2020

Hours & Info

Martyn Richard Jones
Madrid, Spain
+33 767 120 160
10:00 - 17:00
Follow GOOD STRATEGY on WordPress.com

Follow me on Twitter

My Tweets

Top Good Strat Posts & Pages

  • The Good Strategy Company
  • Data Trailblazers: 2022 Vision
  • The World's Best Data Quotes... Including Big Data quotes
  • Reality Check: Data Mesh and Data Warehousing  
  • Mario Benedetti, 1920 To 2009
  • About
  • Postmodern Digital Stories: We've never seen anything like this before
  • Bullshit at the Data Lakehouse
  • Myth-busting: Data Mesh and Data Warehousing - Revisited

Good strat tag cloud

accountability advertising All Data Analytics aspiring tendencies in IM awareness Banking Behavioural Economics BI Big Data Bill Inmon Brexit BS Business business analysis Business Enablement business intelligence Business Management business strategy Challenges Commercial IT Consider this corporate assets Corporate IT Creativity data data analytics data architecture data integration data management Data Marts data science Data Warehouse Demagogism Dogma DW 3.0 Economics enterprise data warehousing EU Financial Goal Setting goodstart good start Good Strat goodstrat Good Strategy hadoop Information and Technology information management Information Technology IT business IT Strategy knowledge management leadership marketforces Marketing Martyn Jones Martyn Richard Jones MDM Offshoring operationalwareness Organisational Autism organisational awareness Outsourcing Pimps Politics project management Requirements management Risk Risk Management statistics Strategy trading traditional assets UK

Categories

  • 4th generation Data Warehousing
  • accountability
  • advertising
  • agile
  • agile way of working
  • agile@scale
  • AI
  • All Data
  • Analytics
  • anthropology
  • Architecture
  • Artificial Intelligence
  • Ask Martyn
  • Assets
  • awareness
  • bad strategy
  • Banking
  • behaviour
  • Best principles
  • Big Data
  • Big Data 7s
  • Big Data Analytics
  • blockchain
  • Books with influence
  • Brexit
  • BS
  • business
  • Business Intelligence
  • business strategy
  • Cambriano
  • Cambridge Analytica
  • China
  • Climate Change
  • Cloud
  • code of conduct
  • Commercial Analytics
  • community
  • Condiser this
  • Conservative Party
  • consider
  • Consider this
  • Consultation
  • Creativity
  • dark data
  • data architecture
  • Data governance
  • data hub
  • Data Lake
  • data management
  • Data Mart
  • data mesh
  • data science
  • Data Supply Framework
  • Data Warehouse
  • Data Warehousing
  • deceit
  • deep learning
  • Democracy
  • digital transformation
  • Diplomacy
  • disinformation
  • Dogma
  • Duties
  • DW 3.0
  • ECM
  • Economics
  • EDW
  • England
  • enterprise content management
  • ethics
  • EU
  • Europe
  • European Union
  • Excellence
  • Excerpt
  • Executive
  • Extract
  • Federalism
  • Financial Industry
  • fraud
  • Freedoms
  • Globalisation
  • good start
  • Good Strat
  • Good Strategy
  • Good Strategy Radio
  • goodstart
  • goodstartegy
  • goodstrat
  • goostart
  • governance
  • hadoop
  • hdfs
  • HR
  • humour
  • India
  • influencers
  • informatio Supply Framework
  • information
  • Information Management
  • Information Supply Frameowrk
  • Information Supply Framework
  • Infotrends
  • Inmon
  • instruments
  • IoT
  • IT Circus
  • IT fraud
  • IT strategy
  • IT World
  • iterations
  • java
  • Knowledge
  • knowledge management
  • Labour Party
  • leadership
  • Leadership 7s
  • life
  • listening
  • literature
  • LSE
  • machine learning
  • Management
  • market forces
  • Marketing
  • Marty does
  • Martyn does
  • Martyn Jones
  • Martyn Richard Jones
  • media
  • Memory lane
  • Methodology
  • nationalism
  • nine competitive forces
  • no limits
  • Northern Ireland
  • obituary
  • Obligations
  • offshore
  • Offshoring
  • operational
  • Outsourcing
  • Oxford
  • pain
  • Parliament
  • Peeves
  • Personal Integrity Key
  • Philosophy
  • pig data
  • PIK
  • PIR
  • Plaid Cymru
  • Planning
  • poem
  • poems
  • Poetry
  • Polemic
  • political science
  • Politics
  • pomo
  • postmodern
  • POTUS
  • Process
  • Professional Networking
  • professionalism
  • project management
  • Project to Excel
  • prose
  • public
  • Public Integrity Record
  • Quiz
  • Rant
  • Referendum
  • Remain
  • RIghts
  • Risk
  • Rivalry
  • Russia
  • Ruth Davidson
  • Sales
  • satire
  • Scotland
  • Scottish National Party
  • scrum
  • sentiment analysis
  • SMILES
  • Snippet
  • SNP
  • Social
  • Social Media
  • Sociology
  • spoof
  • statistics
  • Stories
  • Strategy
  • structured intellectual capital
  • supply chain management
  • tactics
  • Tax avoidance
  • Tax evasion
  • TEAM
  • technology
  • The Amazing Big Data Challenge
  • The Big Data Contrarians
  • The Greens
  • The Guardian
  • The hidden wealth of nations
  • Trade
  • UK
  • Uncategorized
  • United Kingdom
  • USA
  • Value
  • Wales
  • wisdom

Blog at WordPress.com.

  • Follow Following
    • GOOD STRATEGY
    • Join 131 other followers
    • Already have a WordPress.com account? Log in now.
    • GOOD STRATEGY
    • Customize
    • Follow Following
    • Sign up
    • Log in
    • Report this content
    • View site in Reader
    • Manage subscriptions
    • Collapse this bar
 

Loading Comments...
 

    Privacy & Cookies: This site uses cookies. By continuing to use this website, you agree to their use.
    To find out more, including how to control cookies, see here: Cookie Policy