Social Media and Instant Learning

A critical value provided by Social Media is ‘instant learning’ though this value is currently overlooked.

Social Media and Instant learning are important to our two core value of;

  • Wayfinding for Social Media, Web, content and products
  • Fast Learning focused on self-directed adult learners

This video has many interesting ideas and documents learning and innovation in an amazing way and validates my experience that our ability to learn quickly has far outpaced the capacity of enterprises or educational systems to deliver knowledge.

Pay careful attention to the conversation at the end of the presentation where it is noted that context and conversation are critical elements of virtually instant learning while the old 20 year schooling model has ‘broken down’.

One of our keen interests in exploring Social Media and specifically platforms like WordPress, LinkedIN, Twitter and other software tools is their ability to help us to learn ‘ instantly’ or at least very quickly compared to traditional educational approaches.





No Risk ROI can’t be Sold.

There is a new breed of software that provides virtually instant ROI with little to no Risk that can’t be sold.

Customers do not believe it is possible and are actually very effective competitors to the new breed of software makers or innovators that can use old software in this new way.

Contact us to discuss the software that can be employed to address these topics:

Forecasting, ERP deployments or upgrades, Datawarehouses, Predictive Analytics, Web Analytics, Training or e-Learning, Research and Marketing.



Fractal Business Models and Analytics

Successful Business Model Innovation
You may be tempted to re-think how you view successful business models after reading here that the Philips and Samsung business models are idolized while Sony’s business model is shunned because of a perceived high value knowledge innovation strategy.

Sony appears to have subsequently added a high knowledge value strategy to create product differentiation.  In other words Sony competitors must spend as much as Sony on R&D and sell the same product volumes or they won’t be able to compete.  In my view Sony, Philips and Samsung employ a similar business model and there may be a better way.

The Fractal Way
Apple and Cisco compete by aligning energy and value created in their value chains with innovation on-ramps and controlled entry points to encourage and reward partners that add value.  This approach is fractal in that it mimics the way the firms innovate internally and scales externally across entire value chains or value streams.   This is a short explanation of fractals as applied to topography and weather though the simple patterns and perspectives are easily applied to business models and business analytics.

One of the natural limits to business model innovation is the ability to provide value across an entire value stream to buyers, sellers and other market participants.  This imperative is especially acute for companies that mimic the Apple and Cisco business models by competing with their entire value chain as it is a fractal approach.  While there is tremendous upside with the Apple and Cisco business models, there is also significant downside potential unless value can be quickly distributed to all value stream partners.  Innovative creation and speedy distribution of value is a new way of doing business.  We call it the fractal imperative.

Successful innovation requires the ability to measure and respond to markets which perform the critical function of distributing ideas and physical products.  Companies that understand their markets have a tangbile opportunity to employ fractal analytics to identify opportunities faster,  innovate and align their business models accordingly.  Fractal analytics is a way to measure from multiple simultaneous perspectives to help identify opportunities to adjust business models, objectives, products or how customers are served. 

What are fractals?

Arthur C. Clarke Explains Fractals
1 of 6
2 of 6
3 of 6
4 of 6
5 of 6
6 of 6

Apple Brokers Success
Apple helps partners deliver high quality applications and customers create valuable content while simultaneously providing a vibrant and engaging market space for their creations.

Cisco Defines Standards
Cisco buys Tandberg to own the global video conferencing standard.  

Indeed both Apple and Cisco have the ability to broker ideas to the market so fast that they have transformed value chains to parallel value streams and knowledge flows.  While Apple focuses on design because of the nature of its customers, Cisco’s focus is on setting techical standards to achieve ambitious corporate objectives.

Ideas vs Speed-to-Market
Like other forward thinking companies Mitsui, Sony and T-Gaia hold idea competitions to help identify current market needs.  This approach takes more time to manifest value than the Apple and Cisco business models and illustrates the philosophical value given to the generation of unique ideas or intellectual property compared to an emphasis on commercialization speed.  On the other hand speed to market is a relative measure and Mitui, Sony and T-Gaia only have to be a little faster than their competitors and associated value stream partners. 

Mitsui Ventures, the venture investment arm of Mitsui & Co., and T-Gaia Corporation are to hold the 2nd i*deal Competition (i*deal Competition 2010) with the support and cooperation of Sony Corporation and Mitsui & Co., Ltd. The competition calls on contestants to submit their plans for new business models and services, software applications and mobile technologies to operate under the next-generation, high-speed, mobile communications environment (3.9G-4G).  This year the invitation is also being extended to entrants from the USA.   i*deal Competition 2010 Official Website

Look Both Ways to Succeed
The Apple/Cisco Way, as a combined business model,  is a tremendous exemplar as it bridges idea brokering and accelerates the innovation of technical, design or marketing standards.  Apple’s iPod platform is the industry standard and it acts an on-ramp for new partner ideas and innovation.  Likewise Cisco is a fierce innovator but devotes proportionately more energy to standards to mobilize value stream partners.

Paradoxically the Apple/Cisco Way faces both ways–backwards (standards) and forwards (broker).

Standards face backwards as they wait for partners to innovate according to their direction and assume that the markets and customers will consume products that are created within the standard.  On the other hand brokerage business models take their cues simultaneously from customers and value stream partners.  While it is possible to have a standard based business model or a brokerage based business model without a fractal perspective, the Apple/Cisco Way is fractal as a change in one part of the value stream impacts the entire value stream very quickly.  This occurs whether the impact is related to the delivery of new expertise delivered via training or the almost instant employment of new technical standards across the entire value stream.  As a contrast typically Sony, Samsung and Philips spit out innovative products and lack the ability to mobilize partners or set standards as effectively as Cisco and Apple which currently dominate their markets.

Fractal Innovation
Understanding the impact of measures is critical to going to market successfully and we have employed fractal analytics concepts to support business model innovation and speed up new product introductions for companies engaged in mergers and acquisitions. 

Viewing business models through a fractal lens seems unusual initially but provides a clear focus on innovation and alignment opportunities that scale quickly for a positive impact on customers and partners, large or small, across the value stream.  Fractal analytics shifts our attention from solution points to wholistic opportunity perspectives.

Innovation in business models and metrics demands multiple perspectives of business performance.  A fractal perspective combined with flexible analytics helps analysts navigate data and relationships to find and promote combinations of products and customers whether transactions are small or large.  This is the fractal value concept.  

Once we identify a successful pattern we look for its ‘fractal’ or where it repeats at larger or smaller scale.  Looking for this repeating pattern permits us to re-define success regardless of scale, marke, product or customer.  We achieve maximum leverage of resources by offering similar but slightly different value propositions saving time and money. 

The fractal business model is supported by fractal measures.

To understand how the power of fractal patterns are applied in a customers context consider how we employ a ‘mask’ or ‘persona’ to approximate a customer ‘fractal’ to represent a small number of behaviours that we profitable serve.  We call this customer mask a Neuropersona that represents behaviours of a focused set of customers and likewise behaviours of groups of customers or behaviours of parts of an entire market.  Carefully selected behaviour sets are fractal and changes in those behaviours allow us to accomodate one customer, groups of customers or parts of an entire market if we can shift and align our value proposition accordingly.

Fractal business models and analytics applied to business model innovation are next practices and intangibles represent the most significant and quickest fractual value creation opportunity for any company. 

We welcome you to explore the fractal imperative with us.



Go-to-Market Risk Free

This post may not be appropriate for everyone.

The simultaneous purchase and selling of an asset in order to profit from a differential in the price.
This usually takes place on different exchanges or marketplaces. Also known as a “riskless profit”.

Risk Arbitrage Speeds Up Projects Four to Five Times

I ‘arbitrage’ risk when delivering services, projects or events by working with my client simultaneously on different project elements.
While this seems normal for most project managers, let’s look at the risk perspectives and you may discover something unusual that you can exploit.

The Purist

The purist will look at the definition above and instantly notice that a delivery of services to one client obviously doesn’t meet the definition of arbitrage.
However, even when we both work on the same part of the project or in ‘the same market’ we work in ‘parallel’ in that both parties work and educate each other simultaneously.  We are in the same ‘physical’ place BUT in different intangible markets or spaces.

The Expertise Trader or Broker

When I employ risk arbitrage with my client projectss we are trading expertise simultaneously.
My expertise is the problem definition, perspective orientation, technology training, deployment support and end user tuning and training.  The client’s expertise is in the transactional systems, datasets, internal technologies, processes, metrics, external customer and partner requirements.

Risk Disappears Magically 

The movement of risk ‘away’ from the project happens because the client works in their ‘space’ and incur little to no risk in their knowledge zone.  I minimize their execution risk associated to new technology or techniques. This is magical as I send risk to them which disappears when they work and they send risk to me which disappears when I work.

Tangible to Intangible Shift

The shift from the physical definition of arbitrage to intangible components defined in as expertise above allows me to deliver 4 to 6 weeks projects that would take other firms 6 months to deliver.

Understanding Intangible Risk Pays Large

Even when other suppliers match my quote to keep the work their delivers are one sided and they put their best people on the projects to get the work done ‘fast’.  This however invariably leads to distress as the client is ignored not to ‘slow them down’.
When this happens the entire project risk returns, both knowledge risk and execution risk.

How Risk Arbitrage Works

Why is my approach risk arbitrage?
Let’s begin with the arbitrage definition above–there is profit by its successful deployment.

There is a ‘transaction’ in that the client buys expertise and has the expectation of an outcome in one portion of the project.


I ‘buy’ the client’s ability to deliver expertise and a positive outcome in another part of the project.

What about the price differential?

The client’s internal ‘price’ of consulting services is lower than my external price.


The client receives knowledge transfer and solution(s) in parallel.

Use It or Lose It

If you don’t arbitrage risk, it will bite and usually not your client.
An ‘expert’ may not agree with my applying arbitrage to my project approach though I go beyond risk mitigation which is ‘playing defence’. 

My risk arbitrage approach is purposeful, positive in thought and taught to clients so that they can achieve future benefits.

No Project Plan


Did I mention that I deliver projects without a typical project plan?
This is where I lose the traditional project managers, actuaries and those who like black and white. 

My projects have objectives, tasks, deadlines and quotes but I work with clients to simultaneously deliver value in an integrated approach while employing risk arbitrage.

At the end of the week we determine where we are, where we must go and the balance of work.

We simultaneously design, build, train and tune because we employ off-the-shelf software with a flexible User Interface.

Sound fantastical?

Maybe, but I have plenty of references in Canada and the US.

Can I do that too?

Yes, use Risk Arbitrage.
I discovered this unique risk relationship by accident while delivering Microsoft based analytical solutions 5 years ago.

On the other hand if I was not a story teller and fully recovered accountant I wouldn’t have noticed.



Out of Synch Analytics Hurt

Competing on Analytics is a common refrain in the executive suite but when analytics get out of synch, they hurt.

The most critical disconned happens when numbers and stories get out-of-synch.

SpeedSynch keeps numbers and stories in synch and with common Microsoft technology–GEMINI and FAST.

Visit us to see how we use Microsoft’s GEMINI to synch numbers and FAST ESP search to synch stories.


Nick Trendov

Speed Dating for Products and Customers

SpeedSynch is ‘speed dating’ for PRODUCTS to CUSTOMERS.

SpeedSynch and Stories
We identify stories that sellers wrap around products, almost like clothes, as they send them to market.
–See Neuropersona Avatar image
We identify Customer behaviours or Neuropersona Mask to determine what people want or ideas of what they need.
–See Neuropersona Mask image
Communities and Ideas 
The first thing that happens when a community forms is the organic and natural exchange of ideas.
Communities like Second Life are a game where people can exchange Ideas.
People in Second Life are both an Avatar/Product and Neurpersona/Customer.
Games help us understand how people change their behaviours which is like changing Neuropersona Masks.
In a game if you change the situation it is like changing a Product and waiting to see how the Customer reacts.
Once we understand reactions then we can ‘dress’ the Product properly for that Customer behaviour or Neuropersona.
Then we set up a ‘speed date’ or web site test or focus group or survey with real Customers to test.
SpeedSynch and Numbers
SpeedSynch software helps a company what happend from multiple perspectives and shows how Customers interacted with your company and Products by measuring activity in factory, warehouse, store, web site, call centre.
SpeedSynch and Predictive Analytics
Once we know what happend with our Products and Customers we look at the behaviours important to our Customers and then ‘predict’ how and where we can help them.  
Next we change our Products to help Customers or change our Customers to sell our Products better, faster, cheaper.
SpeedSynch is Speed Dating for Products and Customers

Mergers and Acquisitions

In the experience of our clients understanding where you are and where you should go or measurement is the largest single obstacle to success when involved in a merger, acquisition or new product introduction.  This measurement challenge may be addressed in many ways though these three topics are usually top of mind:
  1. Product and Content Value
  2. Customer Behaviours and Demand
  3. Community Alignment, Exchanges and Ideas 

Alignment requires a flexible way to accommodate multiple perspectives, and successful alignment requires speed.



One way we describe alignment is by using a Teeter-Totter analogy where one side represents the capacity to deliver products or CAPACITY and the other side represents customer DEMAND.   When demand is high the teeter-totter goes to the ground or overwhelms the capacity to deliver the products demanded and when product capacity or inventories are too high the product side of the teeter-totter is on the ground and the customers are overwhelmed by over supply.  

Tactical business intelligence for Mergers, Acquisitions or New Product Introductions is effective only if it helps align the capacity to deliver with the customer demand. 

Value of Perspectives

Value of Perspectives

These are some of the perspectives that we support:

IT Perspectives

  • Application Migration or Upgrades
  • Reports and Analysis Backlogs

Business Perspectives

  • Merger & Acquisition Activity that requires changing a business model
  • New Product Introduction that requires changing how to measure performance

Tactical Business Intelligence for Mergers and Acquisitions

New Product introductions, Mergers and Acquisitions require bursts of innovation to align Capacity and Demand to successfully serve new and constantly changing customer behaviours and requirements.

SpeedSynch is a cross-application and cross-channel content BRIDGE and a FLYWHEEL that converts perspectives of numbers and stories to high value innovation bursts to facilitate Product and Customer value alignment.

We exploit CRM, Predictive Analytics, Idea Markets, and Neuropersona platforms for New Product introductions, Mergers and Acquisitions.

The best part of our unique approach is that it can be deployed before starting the hard work of a Merger or Acquisition and you don’t have to wait to replace or adapt multiple IT systems.  New product introductions offer similar challenges and the SpeedSynch BRIDGE+FLYWHEEL value bursts are brilliantly effective when put in place before the new product introduction to facilitate critical changes in the first three months of an introduction.


We can bridge data and KPIs in virtually all of our customer solution deployments and at a financial services company this was done by overlaying ADP data streams onto sales, CRM and other transactional data streams to create unique value.

SpeedSynch BRIDGE+FLYWHEEL Innovation Burst

SpeedSynch BRIDGE+FLYWHEEL Innovation Burst

BRIDGE Overlays Cross-Application or Cross-Channel Data and KPIs

1. Cross-Channel or Cross-Application Analytics Bridge

  • net-zero investment as we strip reporting costs from any transactional application
  • we deliver context to leverage application value or leverage prior application investments

2.  Market or Business FLYWHEEL 

  • New Product Introductions or Mergers & Acquisitions or Catastrophic Market Event
  • help client adapt brilliantly fast to market change with Innovation bursts

SpeedSynch allows the business to see data from their own perspective, either internally or externally. 

In Mining success is typically driven by the opportunity in the ground and assessed with a business case that typically includes a forecast of mining capacity and expected yields

 The SpeedSynch platform may be deployed to deliver multiple perspectives of capacity, yields, production costs and supports the management of variances and money flows. 

Scenario Analysis creates opportunities to leverage SpeedSynch in mining and provides insight to commodity pricing, inventories, and market health to help create a plan before the variances get out of hand instead of waiting for the financial systems to provide insight.  When the numbers hit the ledger it is too late to adjust.

We can quickly illustrate how SpeedSynch delivers value to Commodity Traders, Marketers, Operations or Production executives.

Alignment of CAPACITY and DEMAND creates value for our clients after we deploy SpeedSynch.

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