Tag Archives: business thinking

That Does Not Compute

One of the challenges any of us have in business is to predict the future.

English: Knuth's version of Euclid's algorithm...

. (Photo credit: Wikipedia)

The hardest part of my job – and maybe yours – is seeing over the horizon to help my clients get prepared for what is to come.  That might be a change in a market or it might be a change in technology.  No matter what it is, any of us who look ahead do so by gathering data.  In many cases that data is some measure of past behavior – how people bought from your website for example.  In many cases, those data points are put into some sort of algorithm which predicts what is to come.  Increasingly, many marketers and others use these models to drive their own business behaviors as the amount of data available grows exponentially.  While I’m not a believer that “big data means big problems,” a blind reliance on these algorithmic predictions can mean just that.

Let’s take one simple form of algorithm.  You probably see it every day.  it’s known as collaborative filtering and if you’re on Amazon or Netflix or any other site with a recommendation engine you’ve used it.  You may also have seen things offered to you as content on YouTube.  The algorithms use measures of your past behavior as well as of others like you (“people who bought XYZ also bought…”).  But what if you were buying a gift and the purchasing is not reflective or your tastes or interests at all?  What if someone else used your browser to search and purchase?  Cookies are browser-based – they have no way to tell if the activity is from one person or six.

Another problem.  Algorithms are built by people and those people are..well…human.  They might have confirmational bias operating as they refine the formula to eliminate noise – data that’s not germane to the prediction at hand.  The problem is that you don’t really know if it’s noise until it proves to be not significant.  Maybe it’s a new trend that your model misses altogether.

The thing to keep in mind is that modeling can only go so far.  It’s not very good  at predicting the unexpected.  It tends to ignore outliers.  As with all things, you need to ask questions, search for facts, and draw your own conclusions.  Yes, it’s impossible to make sense of all this data without algorithmically based analysis.  Just remember that while machines don’t make computational errors it was a human that gathered the data (or installed the code that does) and wrote the formula.  People often don’t compute.  Make sense?

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Filed under Consulting, Reality checks

Nowhere To Run

I had a hard time about this week’s TunesDay selection.

Nowhere to Run (Martha and the Vandellas song)

Nowhere to Run (Martha and the Vandellas song) (Photo credit: Wikipedia)

Oh, the song itself wasn’t too difficult. Rolling Stone named it in its 500 Greatest Songs Of All Time and it’s from a songwriting team – Holland-Dozier-Holland – that cranked out many of the radio hits of my youth.  You might know the artists – Martha and the Vandellas – from Heat Wave and Dancing In The Streets.  This song is the third part of their top hit trinity – give it a listen:

Hard not bop along to the Motown house band (The Funk Brothers!) although I’m not sure running through the auto plant’s paint department without a respirator is great for one’s voice.  In any event, why did this choice give me trouble?  Maybe because it inspired so many business thoughts.  Let me share a couple.

These lyrics:

It’s not love
I’m running from
It’s the heartaches
That I know will come

‘Cause I know
You’re no good for me
But you’ve become
A part of me

made me think  of technology.  Every day there is a new story about someone invading consumers’ privacy.  None of us seem to have enough time in the day to focus on anything because we’re all too focused on everything.  In the tech world (and elsewhere) we’ve gone from taking the time to make sure what we produce is great to trying to crank out something – anything – that’s good enough.  After all, the product will be obsolete in a few months anyway.  Yet there is nowhere to hide – we depend on these devices and it’s hard to stay private when you’re using publicly accessible tools.

I also had a thought about customers becoming addicted to products.  Putting aside the obvious issues with a physical addiction to drugs or alcohol, I think some brands like the notion of having customers feel “you’ve become a part of me.”  True enough – fostering a conversation is where marketing needs to be but despite the upbeat music, this song is quite dark. Do we want our customers feeling there’s no place to hide, whether it’s from our ads or our prying eyes?  I think not – what do you think?

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Caul Fat And Management

Foodie Friday, and today the topic is caul fat. “Never heard of it” you say?

Photo by Holly A. Heyser

Caul fat is one of those ingredients that is rarely used by the home cook and sort of falls into the “secret ingredient” category along with duck fat.   It’s the web of fatty membrane that encases the internal organs of various animals.  Pork caul fat is the one most cooks prefer but cooks use that of cows and sheep as well.

The cook wraps whatever he’s cooking in the fat before cooking it and it adds moisture and flavor. Most of the time, you see caul fat being used as natural sausage casings in crepinettes (fegatelli for my Italian friends) or to wrap items that lack a great deal of their own fat such as game birds.  It’s also used as an outer shell of sorts for patés when they’re being cooked.

What does this have to do with business?  I think good managers are like caul fat.  They bring things to the business that aren’t always readily apparent unless you dig down into the recipe.  It may be how they set the tone for the business.  It may be how they hold the team together, much as caul fat holds the sausage patties that are crepinettes together.  Caul fat is one of those ingredients for which you have to search.  You probably won’t find it in your supermarket.  Great managers are the same way, and like caul fat, when you first come across a great manager you might be surprised by it.

Secret ingredients are what make any dish really memorable.  After all, if every restaurant cooked the same dish the same way, why would we try new places?  Those ingredients are things that help a dish, a restaurant, or your business stand out in a crowd.  Caul fat’s why one cook’s roasted chicken breast is moist and flavorful and another’s, who cooked it the same time at the same temp with most of the same seasonings turned out a dry, flavorless product.  Great managers are a secret ingredient which, like caul fat, make a huge difference in the finished product even if it’s not clear who that fabulous final product came to be.  They make the difference between a good business and a great business.  That’s my take – what’s yours?

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