08 Wednesday Apr 2026
Posted in Best principles, Big Data, Creativity, Executive, Knowledge, Management
Tags
Analytics, Behavioural Economics, Big Data, Dogma, Economics, Financial, Goal Setting, Marketing, Strategy
Martyn Rhisiart Jones
Madrid, miércoles 8 de abril 2026
Hola, soy Ricky Jonesy-Innit, jefe de Becci Boo Investments. La semana pasada nos despedimos de nuestro mejor operador de materias primas. Llevaba años trabajando con nosotros.
Continue reading10 Friday Oct 2014
Posted in Data Warehouse, market forces, nine competitive forces, Strategy
Tags
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 upLet’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.
06 Monday Oct 2014
Posted in Best principles, Big Data, Creativity, Executive, Knowledge, Management
Tags
Analytics, Behavioural Economics, Big Data, Dogma, Economics, Financial, Goal Setting, Marketing, Strategy
Martyn Richard Jones
Remaster 2026
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.
04 Saturday Oct 2014
Posted in Analytics, Architecture, Business Intelligence, Data Warehouse, Knowledge, Peeves
Tags
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
By Martyn Richard Jones
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 flies in. It was as 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”.
17 Wednesday Sep 2014
Posted in Extract, Masterclass
Tags
business analysis, business intelligence, Business Management, enterprise data warehousing, Goal Setting, Information Technology, IT Strategy, Organisational Autism, Requirements management, Strategy
HERE WE ARE!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.
14 Sunday Sep 2014
Tags
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, however, is not at all surprising; there is a general lack of time for any CEO to be actively involved in 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.
14 Sunday Sep 2014
Martyn Rhisiart Jones
As a CEO, CIO, or student of Business Management, you will understand this. Information and Communication Technology (ICT, also known as IT) has become essential. It is crucial. It is a pervasive element in the fabric of corporate life. What I mean by ICT encompasses three essential elements: Processes, Information and Technology. ICT should be seen as an important corporate asset. More importantly, Information, Processes, and their Management (IM) should be considered as such. They should be made to work as contemporary business enablers. They should bring about value-adding alignment in business. Thus, they should be managed as such. Although it does work that way, it typically doesn’t.
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