Leo Sadovy currently manages the Analytics Thought Leadership Program at SAS, enabling SAS’ thought leaders in being a catalyst for conversation and in sharing a vision and opinions that matter via excellence in storytelling that address our clients’ business issues. Previously at SAS Leo handled marketing for Analytic Business Solutions such as performance management, manufacturing and supply chain. Before joining SAS, he spent seven years as Vice-President of Finance for a North American division of Fujitsu, managing a team focused on commercial operations, alliance partnerships, and strategic planning. Prior to Fujitsu, Leo was with Digital Equipment Corporation for eight years in financial management and sales. He started his management career in laser optics fabrication for Spectra-Physics and later moved into a finance position at the General Dynamics F-16 fighter plant in Fort Worth, Texas. He has a Masters in Analytics, an MBA in Finance, a Bachelor’s in Marketing, and is a SAS Certified Data Scientist and Certified AI and Machine Learning Professional. He and his wife Ellen live in North Carolina with their engineering graduate children, and among his unique life experiences he can count a singing performance at Carnegie Hall.
We are all modelers. Whenever you plan, you are building a model. Whenever you imagine, you are building a model. When you create, write, paint or speak, you first build in your head a model of what you want to accomplish, and then fill in the details with words, movements
The metaphors we choose to describe our data are important, for they can either open up the potential for understanding and insight, or they can limit our ability to effectively extract all the value our data may hold. Consisting as it does of nothing but electric potentials, or variations in
You know that feeling when all your ducks appear to be in a row, all the numbers add up, all the boxes have been checked, but you’ve still got a sneaking suspicion that something is wrong? I’m not talking just gut feel here, more along the lines of, “The logic
You are going to be spending proportionately more of your IT budget on security than you have previously spent or ever wanted to spend. Why? Because you and everyone else on this planet is engaged in the still early stages of an escalating information arms race, that, while you didn’t
any factors go into your strategic global business decisions, from the physical placement of factories and distribution centers, to your choice of suppliers and partners, to your target markets and the business model itself. Businesses have a choice of fundamental global go-to-market investment strategies, from direct foreign investment on the one
“There’s no such thing as information overload - there is only filter failure”. ~ Internet scholar Clay Shirky Information overload is not just a recent phenomenon, it entered into human experience in the middle of the 15th century with Gutenberg and his printing press, and we’ve been devising ways to cope
“Begin with the end in mind” - Habit #2 from Stephen Covey’s ‘Highly Effective People’. The Edge Foundation is based on the premise of: “To arrive at the edge of the world's knowledge, seek out the most complex and sophisticated minds, put them in a room together, and have them
Forget about Big Volume, for my money the real value in Big Data comes from its variety. Why? Because just as there is “Value in the Network” when it comes to your business ecosystem, your data can be "networked" for value in much the same way. Before we dive into the business implications
“When it comes to the Internet of Things, the future clearly belongs to the Things”. I made this brash statement in a previous post (“Cloud encounters of the Fifth Kind”) referring to machine-to-machine (M2M) being the fastest growing component of non-human traffic on the Web. I say “brash” because that
"You show me a successful complex system, and I will show you a system that has evolved through trial and error." ~ Tim Harford TED Talk link: http://www.ted.com/talks/tim_harford Karl Marx died thinking that the first communist revolution would occur in Great Britain, driven by the long hours and unsafe
The Internet of Things is going to be driven by innovative business models as much as by innovative technology. In order to ground the following discussion, I found it helpful to create this visual depiction of the IoT that defines and distinguishes the key elements that enter into these business models.
“Let’s assume a normal distribution …” Ugh! That was your first mistake. Why do we make this assumption? It can’t be because we want to be able to mentally compute standard deviations, because we can’t and don’t it that way in practice. No, we assume a normal distribution to simplify
The bigness of your data is likely not its most important characteristic. In fact, it probably doesn’t even rank among the Top 3 most important data issues you have to deal with. Data quality, the integration of data silos, and handling and extracting value from unstructured data are still the most
Perhaps nowhere is the saying “time is money” more true than in the construction industry. There is no better indicator of project cost and budget over/underrun than the number of days on-site. Reducing that number has a near 1:1 relationship with cost cutting, so it’s no wonder that days on-site
There are two ways you can react to a “Hey – that was my idea” situation. The first would be to throw a pity party and lament about how unfair life is – if only the car hadn’t broken down and I didn’t have grass to mow and laundry to
Europol, the law enforcement agency of the European Union, in its recently released 2014 Internet Organized Crime Threat Assessment (iOCTA), cited a report by U.S. security firm IID that predicts that the first “online murder” will occur by year end, based on the number of computer security system flaws discovered
Sales and Operations Planning (S&OP) started out with big aspirations. As initially conceived, S&OP was to cover the entire domain now called Integrated Business Planning (IBP). As S&OP process implementations rolled out during the 1980’s, this broad scope turned out to be a bit much to attempt in one bite. S&OP
Capital investment in production capability is the weakest link in the business value chain. It always has been and likely always will be. It’s the driving force behind the tendency towards cartels, collusion and monopolies. While it can make the first entrant into a brand new market, in the long
Because you are already halfway there and you should want the entire process to be data-driven, not just the historical reporting and analysis. You are making decisions and using data to support those decisions, but you are leaving value on the table if the analytics don't carry through to forecasting. In the
I’m sitting here staring at a book on my shelf entitled, “Impending Crisis”. Even knowing the copyright date, 2003, it could still be about any one of several possible crises: healthcare, financial, energy, education, environment. But no, in this case the impending crisis in question is provided by the subtitle: “Too many jobs,
While managing quality within the four walls of your own operation is all well and good and totally necessary, both the market and your bottom line are demanding a more holistic, quality lifecycle approach, and in support of that aim there is a treasure trove of downstream data waiting to be
I want to use SAS’ recent announcement of our Cost and Profitability Management solution as an opportunity to highlight an often overlooked but valuable application of activity-based costing: business process reengineering. But first, just a brief description of Cost and Profitability Management’s new breakthrough capability: In-memory model calculation. SAS’ decision
How much of your business performance (profit) is driven by external factors versus internal? A figure of 85% compared to 15% was mentioned at last month’s Manufacturing Analytics Summit, and although I could not find the study mentioned to confirm, it feels about right to me. Certainly more than half,
Insights from decision trees and other basic analytic techniques show that you don’t always need complex analytics to solve business problems and add value. This was the message from Dr. James (Jim) Foster, Director of Research and Process Development, Archer Daniels Midland (ADM), at last month’s inaugural IE Group ‘Manufacturing Analytics
Analytics gives us not just the ability but the imperative to separate our planning activities into two distinct segments – detailed planning that leads to budgets in support of execution, and high-level, analytic-enabled business/scenario planning. My critique of Control Towers in this blog last time led me not only to
The volume is being turned up on the Control Tower approach to running a business; I have recently been introduced to logistics control towers, supply chain control towers and operations control towers just for starters. I’m sure there must be at least a half dozen more out there – pick
“Within ten to fifteen years, the typical US mall, unless it is completely reinvented, will be a historical anachronism—a sixty-year aberration that no longer meets the publics’ needs, the retailers’ needs, or the community’s needs.” So proclaimed Rick Caruso, founder and CEO of Caruso Affiliated, a retail/commercial real estate development
With the increasing emphasis on responsiveness, resiliency, flexibility and agility, I suppose it was only a matter of time before the “agile” concept caught up with strategy itself. While I may have hinted at this idea four years ago in two of my earliest posts for the Value Alley, “Strategy
From Gartner to IDC to the trade press, the watchwords in the supply chain for rest of this decade appear to be “resiliency” and “responsiveness”. It’s not going to be about promotion-based pull-through, and it’s most definitely not going to be about channel incentive-based push-through. What it’s going to be
I had the opportunity to moderate a roundtable discussion on risk management at the International Institute for Analytics’ (IIA) winter symposium in Orlando earlier this month. I set the stage for the session with a brief overview of my favorite risk approach, “Competing on Value”, by Mack Hannan and Peter
