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The data roadmap for IBM’s first CDO | IBM Big Data & Analytics Hub
This year, at the 2016 Spring CDO Summit, IBM Chief Data Officer Inderpal Bhandari gave a forward looking presentation about his plans for IBM’s data strategy. Among the topics covered were a general data strategy applicable to many CDOs, a description of cognitive technology, and more specific details about how he will personally move forward in his new role. While a full replay of the presentation is available, a brief recap is also provided below. Inderpal pointed to five activities that are important for a data strategy plan. Sequential Developing a clear data strategy. Concurrent Building deep data and analytics partnerships with business units. “In terms of nurturing talent, the open source angle is critical.” Cognitive systems are also an important consideration, and Inderpal reviewed their four main attributes: Their primary value is expertise. Inderpal finished his presentation by speaking a bit more specifically about his plans for the data strategy at IBM.
40 Viewing Comprehension Strategies
40 Viewing Comprehension Strategies: Watching Videos Like You Read A Book by Terry Heick You can’t watch a video like you read a book; the modalities couldn’t be much more different. On the surface level a video uses light, color, sound, and moving images, with the potential for adding text and shape and color and light filters as overlays to communicate ideas, while the most basic text structures use alphanumeric symbols, paragraph and sentence structure, and an assortment of text features (e.g., white space, headings and subheadings, fonts, etc.) to convey their message. There is much, much more to it than this. The Interaction Between Video & Text Studies of the effectiveness of video in formal learning environments have yielded some confusing ideas, namely that content acquired via video consumption doesn’t easily transfer to the medium of text (Fisch 2002; Koran, Snow & McDonald 1971). Below are a few possibilities, many of which you’ll notice apply to non-digital media as well. 1. 2.
Five Best Mind Mapping Tools
How The Most Powerful People Get Things Done: 4 Tips From A White House Staffer
We all have big decisions to make and deadlines to meet. And sometimes it can feel overwhelming. This got me wondering: how do the most powerful people get things done? When lives are on the line, literally trillions of dollars are at stake and the world is watching… how do people handle those situations? So I called my friend James Waters. James was Deputy Director of Scheduling at the White House and served in government for 10 years. James had some tremendous insights about how they do things at The White House that line up with a lot of what the formal research is telling us. Now if you’re looking for Republicans-this, Democrats-that, you’ve come to the wrong place. Let’s get to it. Be Responsive It ain’t like an episode of “The West Wing.” Watching that show you might think that 5 people get everything done. How do you make insanely big decisions with such a huge number of people involved? We all know people who have 1000 unread emails in their inbox or don’t pick up their phone. Sum Up
4 Things Your Innovation Efforts Shouldn’t Focus On
Executive Summary Too often companies fall into chronic sameness—an innovation plateau driven by a feeling that they must focus on cost, even cheapness, to remain competitive. Several symptoms of this inertia are born of good intentions: obsession with cost-reduction, obsession with listening to the customer at the expense of offering something new, obsession with incrementalism and obsession with acquisitions. Differentiation should be a prime motivator of any strategy; firms should always look to find an edge. A main indicator of how widespread this plateau has become is the decline in corporate investment in R&D, the invisible infrastructure that supports true innovation. If this myopia is going to change, CEOs need to be able to recognize when their strategic inertia is staring them in the face. Obsession with low-cost reduction programs. Obsession with listening to the customer. Obsession with incrementalism. Obsession with acquisitions.
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Questioning Toolkit
Essential Questions These are questions which touch our hearts and souls. They are central to our lives. Most important thought during our lives will center on such essential questions. What does it mean to be a good friend? If we were to draw a cluster diagram of the Questioning Toolkit, Essential Questions would be at the center of all the other types of questions. All the other questions and questioning skills serve the purpose of "casting light upon" or illuminating Essential Questions. Most Essential Questions are interdisciplinary in nature. Essential Questions probe the deepest issues confronting us . . . complex and baffling matters which elude simple answers: Life - Death - Marriage - Identity - Purpose - Betrayal - Honor - Integrity - Courage - Temptation - Faith - Leadership - Addiction - Invention - Inspiration. The greatest novels, the greatest plays, the greatest songs and the greatest paintings all explore Essential Questions in some manner. Why do we have to fight wars?
24 charts of leadership styles around the world
Different cultures can have radically different leadership styles, and international organizations would do well to understand them. British linguist Richard D. Lewis charted these differences in his book "When Cultures Collide," first published in 1996 and now in its third edition, and he teaches these insights in seminars with major corporate clients. From structured individualism in the U.S. to ringi-sho consensus in Japan, the charts seem intuitively correct, if not unilaterally true across a country. Lewis acknowledges the risks of dealing in stereotypes: "Determining national characteristics is treading a minefield of inaccurate assessment and surprising exception. There is, however, such a thing as a national norm." With permission from the author, we are posting 24 charts of leadership styles from his book, with a brief summary of his comments about each below: crossculture.com Swedish management is decentralized and democratic. German managers strive to create a perfect system.
