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.
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
Why is it so hard to achieve lasting, significant change in your corporate culture? Because your organization is like a living organism, an organism that wants to maintain homeostasis against a changing environment. My good friend Claire Breeze, co-founder of Relume and co-author of “The Challenger Spirit”, recently invited me
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
A standard joke among venture capitalists is that often the only well-developed section of the many business proposals they receive is the exit strategy. “We’re going to be acquired for $10-20 million by a Fortune 500 company within 6-8 years.” Exactly how they are going to achieve that $10M valuation is,
