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Tag Archives: Goal Setting

Strategy and Market forces – Get your ducks lined up

10 Friday Oct 2014

Posted by Martyn Jones in Data Warehouse, market forces, nine competitive forces, Strategy

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Behavioural Economics, BI, Business, business analysis, Business Management, business strategy, Challenges, corporate assets, Creativity, Crisis, Data Warehouse, Dogma, Goal Setting, Information Technology, marketforces, operationalwareness, Strategy

Strategy and Market forces – Get your ducks lined up

Let’s now take a brief look at my ‘nine competitive dimensions’  model.

This model will be familiar to some who will readily connect with the inclusion of government as an environmental dimension.

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Big Data and the 7 Habits of a Highly Successful Catalan Sheepdog

06 Monday Oct 2014

Posted by Martyn Jones in Best principles, Big Data, Creativity, Executive, Knowledge, Management

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Analytics, Behavioural Economics, Big Data, Dogma, Economics, Financial, Goal Setting, Marketing, Strategy

Hi, I’m Ricky Jonesy-Innit, boss of Becci Boo Investments.

Last week we said goodbye to our best commodity trader.

He’d been with us for years.

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Mugged in Data Hell – Perils of embracing the Faustian Side of IT – Part 4

04 Saturday Oct 2014

Posted by Martyn Jones in Analytics, Architecture, Business Intelligence, Data Warehouse, Knowledge, Peeves

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Behavioural Economics, Business Enablement, business intelligence, Business Management, business strategy, data integration, Demagogism, Dogma, enterprise data warehousing, Goal Setting, Information and Technology, information management, IT Strategy, MDM, Offshoring, Organisational Autism, Outsourcing, Strategy

Continued from Part 3 which can be found here -> Part 3


“The following week the full high-powered delegation from The Taffia Connection and BogartSys fly in. It was if an army had come to do battle with us. Uniformly slick, sullen and tacky. iPhone; laptop; knock-off Marks and Spark’s; check patterns; butt ugly ties; ‘plastique’ shoes; mismatching socks; ‘business’ rucksacks; all weather hoodies; and, worst of all, off-the-peg smirks just begging to be slapped”.

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Extracts: And, what would the Ladies and Gentlemen like?

17 Wednesday Sep 2014

Posted by Martyn Jones in Extract

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business analysis, business intelligence, Business Management, enterprise data warehousing, Goal Setting, Information Technology, IT Strategy, Organisational Autism, Requirements management, Strategy

Extract taken from the draft work-in-progress provisionally titled Assess! Choose! Act! Data Warehousing and Strategy by Martyn Jones 

It’s a fantastically chic restaurant. It’s one of the best, if not the best in town. It’s Catalan or Basque, for sure. A group of twelve people sit at a round table. Silver service, starched white linen, spotless polished lead crystal glass, the works. There is even a minimalist arrangement of seasonal flowers. The owner of the exquisite restaurant walks across to the table, accompanied by one of her impeccably uniformed staff, who holds a notepad and pen in readiness; “Good afternoon, and, what would our esteemed ladies and gentlemen like today?” she asks.

Confused? If you haven’t seen this before then you should be. So just read on fellow traveller.

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Snippets: To your own self be true

14 Sunday Sep 2014

Posted by Martyn Jones in Snippet

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Behavioural Economics, Business, Business Enablement, corporate assets, Goal Setting, Information and Technology, Information Technology, IT Strategy, Organisational Autism, Strategy, traditional assets

Far too few CEOs regularly think about IT on a habitual basis, and especially as something that is potentially integrated into everything their companies do and could do. This is however, not at all surprising, there is a general lack of time for any CEO to be always actively involved with what IT does and they will generally have some degree of misunderstanding of both the historic roles and the relative successes and failures of IT.

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Snippets: Investment in IT

14 Sunday Sep 2014

Posted by Martyn Jones in Snippet

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Business Enablement, Goal Setting, Information Technology, Strategy

As a CEO, CIO or student of Business Management you will understand that Information and Communication’s Technology (ICT, also known as IT) has become an essential and all pervasive element in the fabric of corporate life. What I mean by ICT encompasses three essential elements: Processes, Information and Technology. Indeed ICT – and more importantly Information, Processes and their Management (IM) –  should in my view should be viewed as essential corporate assets, they should be made to work as contemporary business enablers; they should bring about value-adding alignment in business; and, should therefore be managed as such. Although significantly, it typically doesn’t work in that way.

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