I am the Director of Marketing Strategy for the EMEA region at SAS Institute and have more than 25 years experience in IT and computing systems. My current role is focused on supporting SAS’ regional marketing operations in developing marketing strategies and programs aligned around the needs of SAS’ markets and customers.
I was thinking the other evening about the various types of business models and especially on the nature of lasting competitive differentiation (yes, I know, I really should get a life). It's all the fault of Tom Davenport's writings on 'Competing on Analytics', I keep getting inspired by it. So, here
I've been catching up on my reading on fraud strategy recently (I was asked to contribute a couple of pages to a new book on the subject). And whilst there have been some great strides forward on the technology front, it seems to me that we still haven't fully faced
I am currently working on a ‘hobby project’ – a thesis about what might follow on from Corporate Darwinism. You don’t have to believe in the theory of evolution via natural selection, but the metaphor, when applied to capitalist economies and especially in competitive business, is too attractive to pass
I was reading an article in Project Manager Today magazine (more interesting than it might sound) about 'Unknown Unknowns and Risk' and it made reference to Donald Rumsfeld's infamous comment about "we know there are some things we do not know". Actually, he was making sense in a garbled sort
I recently re-read Primal Leadership: Learning to Lead with Emotional Intelligence by Goleman, Boyatzis & McKee, and was struck by how much of my time I get caught between the poles of trying to be a "Commanding leader" or a "Democratic leader" (or, sometimes, any kind of leader at all).
I've been spending the last few months working on a major business transformation programme, and it's an exciting place to be. As part of the steep learning curve involved in adapting a generic approach to something specific for the programme I find myself occasionally having an "ah ha!" moment -
In the UK there is debate forming about how best to target benefits on the most deserving cases without building a dependency culture. For some time the UK Government has been using 'means tests' to ascertain whether a claimant needs State support, or whether they have independent resources that they
On the 15th March 2007 the UK Government (through the Attorney General) gave its response (pdf) to the Fraud Review Final Report, which represents the first comprehensive and holistic review of fraud and anti fraud efforts in England and Wales. In short, the Government has accepted all the major recommendations
The majority of governments around the world are parties in a 'social contract'; simply put, citizens give them permission to raise funds through taxation etc, decide on policy (what to spend the money on) and then invest or disperse funds on their behalf. However, many governments are faced with increasing
