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Mirtle: Sloan conference leading Big Data revolution in sports - The Globe and Mail
JAMES MIRTLE
BOSTON — Globe and Mail Update (includes correction)
Published Thursday, Feb. 26 2015
sports  MIT  massive_data_sets  analytics  Moneyball  Octothorpe_Software 
february 2015 by jerryking
Subways for riders, not voters - The Globe and Mail
The Globe and Mail

Published Tuesday, Oct. 29 2013,

To govern is to choose, and to choose poorly is to govern badly. A public dollar spent in one place means a dollar less to spend anywhere else. Money squandered over here spells belt-tightening over there. Welcome, friends, to the saga of Toronto public transit....Some of the transit problems have to do with a simple lack of public spending on transit. But a lot of what’s ailing the GTA is about what’s been done within the budget envelope. There have been so many completely wrongheaded spending decisions. And they’ve been motivated by transit politics, not transit economics....

In the 1970s, a subway was driven up the centre of the low-density Allen Expressway. A few years later, provincial industrial policy foisted an overpriced, rickety, made-in-Ontario technology onto the Scarborough Rapid Transit line. The nineties brought the Sheppard subway; transit in the centre of Toronto groans from an excess of demand, in part because so many precious public dollars were sunk into a subway whose ridership is lower than the busiest downtown streetcar route. Governments – municipal, provincial and even federal – time and again pushed for big-ticket projects that impress a desired group of voters far more than they serve real transit users.
editorials  Toronto  politics  transit  policy  misrule  mismanagement  decision_making  Octothorpe_Software  public_transit  public_spending  budgets  budgeting  choices  transit_politics  transit_economics 
october 2013 by jerryking
The Measure of Success
February 1996 | Across the Board | Brian McWilliams. About using a balanced scorecard.
(1) Profits are a lousy star to steer by. These organizations are attempting to navigate by a constellation of measures--including customer satisfaction, quality, innovations, employee development, and of course, financial soundness.
(2) Use scorecards that focus the organization on carefully chosen, "actionable" measures--things that business line managers and their employees can influence directly, such as customer satisfaction, yield and reliability.
(3) Any collection of non financial measures, will be the product of compromises. The information that's most strategic--how customers view you vs. competitors, for example--is nearly impossible to gather.And information that is readily available--your cost of processing an invoice, for example,doesn't tend to be highly strategic.
(4) Resource allocations are often subjective decisions, with the squeakiest wheels sometimes getting the grease. Most important, a single-minded focus on financial yardsticks doesn't ensure that investments are aligned with long-term corporate strategy.
metrics  boards_&_directors_&_governance  balanced_scorecard  Octothorpe_Software  actionable_information  Junior_Achievement  UFSC  measurements 
july 2012 by jerryking
Jeff Mallett: A dot-com mogul's sporting life - The Globe and Mail
DAVID EBNER

VICTORIA and VICTORIA — The Globe and Mail

Last updated Friday, Jun. 15 2012
moguls  Yahoo!  Second_Acts  Octothorpe_Software 
june 2012 by jerryking
Managing Partner: Cockrall juggles booming markets
September 2006 | | Canadian Lawyer Magazine | Written by Jim Middlemiss
law_firms  Octothorpe_Software 
november 2011 by jerryking
Leading Canada's law firms
Leading Canada's law firms
Anonymous. National14. 8 (Dec 2005): 54-56.
law_firms  Octothorpe_Software  ProQuest 
november 2011 by jerryking
A new organ transplantation location-allocation policy: a case study of Italy - ProQuest
Health Care Manage Sci (2006) 9: 125–142
Maria Elena Bruni & Domenico Conforti &
Nicola Sicilia & Sandro Trotta
Octothorpe_Software  healthcare  Italy  decision_making 
november 2011 by jerryking
HR getting short shrift: study
May 30, 2007 | The Globe and Mail. pg. C.1 | Virginia Galt.

"Over the past decade, there has been much talk about HR becoming a strategic business partner within the company, but we find HR is still primarily viewed as a cost centre or administrative function," Margot Thom, a partner with Deloitte Canada, said in releasing the report..."When business executives talk about HR, they focus on things like benefits, performance evaluations and HR operating efficiency. But when those same executives talk about 'people issues,' they focus on strategic challenges, such as talent management, work force productivity and leadership development - and in many cases the HR function isn't even mentioned," Ms. [Margot Thom] said, adding organizations are leaving HR "out of the loop" at their peril.
ProQuest  Virginia_Galt  human_resources  Deloitte  Octothorpe_Software  talent_management  productivity  leadership_development 
november 2011 by jerryking
A female RCMP officer’s damning indictment of her employer - The Globe and Mail
COLIN FREEZE  AND IAN BAILEY
TORONTO AND VANCOUVER— From Thursday's Globe and Mail
Published Wednesday, Nov. 09, 2011
RCMP  sexual_harassment  Octothorpe_Software  hiring 
november 2011 by jerryking
How to Fire People the Right Way
– Meridith Levinson, CIO

October 31, 2011
Rebecca Heyman, a human capital consultant with HR outsourcing company TriNet, notes that filing a discrimination claim with a local EEOC agency as part of a wrongful termination claim costs nothing for an employee, but causes significant disruption to the employer's business. "The employer has to respond to the employee's allegations. They often have to work with an attorney to prepare a response to the claim. That can be costly," she says.

How costly? Mimi Moore, a partner in the labor and employment practice with Bryan Cave LLP, says that each legal claim an employee brings against an employer in court could cost the company between $50,000 and $250,000 in legal fees and potential settlement payouts.

With the economic recovery faltering, companies are once again turning to layoffs to cut costs. In September, employers announced plans to lay off 115,730 workers, which made it the worst month for job cuts in two years, according to global outplacement firm Challenger, Gray & Christmas.

Companies that mismanage terminations may see more litigation, says Moore. She notes that in the current climate, when employees are terminated, they're more likely to consider filing a legal claim against their employer because they know how difficult finding a new job will be, and a potential legal settlement could ease their transition.
howto  layoffs  litigation  Octothorpe_Software  firings  EEOC  wrongful_terminations 
november 2011 by jerryking
Enough Is Enough
April 1992 | International Financial Law Review | Richard Hopkins
Octothorpe_Software  layoffs  law_firms  United_Kingdom 
november 2011 by jerryking
Decisions Without Blinders
January 2006 |HBR | By Max H. Bazerman and Dolly Chugh
HBR  decision_making  Octothorpe_Software  Coca-Cola  Pepsi 
november 2011 by jerryking
A Brief History Of DECISION MAKING
Based on Leigh Buchanan and Andre O’Connell, in Harvard Business Review,Jan.2006, p.32-41

Sometime around the middle of the past century, telephone executive Chester Barnard imported the term decision making
from public administration into the business world. There it began to replace narrower terms, like “resource allocation” and
“policy making,” shifting the way managers thought about their role from continuous, Hamlet-like deliberation toward a
crisp series of conclusions reached and actions taken.
Yet, decision making is, of course, a broad and ancient human pursuit, flowing back to a time when people sought guidance
from the stars. From those earliest days, we have strived to invent better tools for the purpose, from the Hindu-Arabic systems for numbering and algebra, to Aristotle’s systematic empiricism, to friar Occam’s advances in logic, to Francis Bacon’s inductive reasoning, to Descartes’s application of the
scientific method. A growing sophistication with managing risk, along with a nuanced understanding of human behavior and
advances in technology that support and mimic cognitive processes, has improved decision making in many situations.
Even so, the history of decision-making strategies – captured in this time line and examined in the four accompanying essays
on risk, group dynamics, technology, and instinct – has not marched steadily toward perfect rationalism. Twentieth-century theorists showed that the costs of acquiring information lead executives to make do with only good-enough decisions. Worse,
people decide against their own economic interests even when they know better. And in the absence of emotion, it’s impossible to make any decisions at all. Erroneous
framing, bounded awareness, excessive optimism: The debunking of Descartes’s rational man threatens to swamp our confidence
in our choices. Is it really surprising, then, that even as technology dramatically increases our access to information,
Malcolm Gladwell extols the virtues of gut decisions made, literally, in the blink of an eye?
decision_making  Octothorpe_Software  HBR  history  resource_allocation  Malcolm_Gladwell  Descartes  Francis_Bacon  good_enough  gut_feelings  human_behavior 
october 2011 by jerryking
Hiring Wrong—And Right
JANUARY 29, 2007| BusinessWeek |By Jack and Suzy Welch

the best way to handle hiring mistakes is to not hire them in the first place. Yes, bringing in the right people is, as noted above, a tough business fraught with pitfalls. But you can really improve your chances if you fight like hell against the three main hiring impulses that most often get managers into trouble.

The first is using your gut. Don't! When you have a big, crucial job opening to fill, it's just too easy to fall in love with a shiny new candidate who is on his best behavior, telling you exactly what you want to hear and looking like the answer to all your prayers. That's why you can never hire alone. Make sure a team coolly analyzes the candidate's credentials and conducts interviews. And by all means, make sure the team includes at least one real hard-nose—the kind of naysayer who is particularly good at sussing out the job fit and sniffing out the phonies.

The second instinct you have to fight is what we call the "recommendation reflex," in which managers rationalize away negative references with excuses like: "Well, our job is different." You should seek out your own references to call, not just the ones provided by the candidate, and force yourself to listen to what they have to tell you even if it ruins the pretty picture you are painting in your head.

Finally, fight the impulse to do all the talking. Yes, you want to sell your job, but not at all costs. In interviews, ask candidates about their last job—and then shut up for a good, long while. As they describe what they liked and what they didn't, you will likely hear much of what you really need to know about fit.

True, you may still make a mistake, but at least it won't be because you rushed. Save the speed for fixing things if they unfortunately go awry.
Jack_Welch  hiring  intuition  mistakes  decision_making  Octothorpe_Software  biases  impulse_control  gut_feelings  the_right_people 
october 2011 by jerryking
Ethics in Large Law Firms: The Principle of Pragmatism - ProQuest
Ethics in Large Law Firms: The Principle of Pragmatism
Kirkland, KimberlyView Profile. The University of Memphis Law Review35. 4 (Summer 2005): 631-730
law_firms  Octothorpe_Software  decision_making 
october 2011 by jerryking
Priority Systems in the Allocation of Organs for Transplant: Should We Reward Those Who Have Previously Agreed to Donate? - ProQuest
Priority Systems in the Allocation of Organs for Transplant: Should We Reward Those Who Have Previously Agreed to Donate?
Chandler, Jennifer AView Profile. Health Law Journal13 (2005): 99-138.
decision_making  Octothorpe_Software  business_development  transplants_&_implants  wait_lists  healthcare  ethics  rewards 
october 2011 by jerryking
Putting Moneyball on Ice?
2007 | International Journal of Sport Finance | by Daniel S. Mason' and William M. Foster^
'University of Alberta
^University of Alberta-Augustana Campus
Moneyball  Octothorpe_Software  NHL  sabermetrics  hockey  valuations 
october 2011 by jerryking
Next Big Thing?
January 23, 2006 | SI Vault | Michael Farber.

Minnesota's highly touted Phil Kessel didn't wow at the World Juniors, but he's determined to prove the hype is deserved
NHL  scouting  Octothorpe_Software 
october 2011 by jerryking
Scouting staffs are the true All-Stars in salary cap era
4/3/2008 | USATODAY.com | By Kevin Allen
When the salary cap was introduced, the league was supposed to be about younger free agents moving from team to team.

Instead, it's probably more about scouting and drafting than it has ever been....The salary cap system was supposed to be about all teams being on equal financial footing and general managers, from large and small markets, being able to jump into a rich free agent pool every summer....The key to staying in contention is having a steady stream of inexpensive younger players stepping in ...With the salary cap preventing large market teams from stockpiling talent, there is indeed less tolerance and patience for any long-term rebuilding plan. General managers are expected to repair as they rebuild....a poor drafting history now hurts a franchise far more than ineffective penalty killing. Good coaching can solve problems, but it can't overcome a lack of talent....if management is smart in those cities, what it should do is overhaul the thinking, or perhaps the personnel, making the drafting decisions. To win in this league, you need as many All-Stars on your scouting staff as you need in your lineup.
scouting  Octothorpe_Software  talent_management  talent  sports  salaries  large_markets  talent_scouting  stockpiles 
october 2011 by jerryking
The Business of Sports: Here Come the Technocrats
September 16, 2006 | Wall Street Journal |By Russell Adams |
As senior vice president of operations and information, Mr. Morey's first job was to modernize the ticket-sales operation. He tapped a Cambridge company called StratBridge Inc. to install technology allowing the sales team to visually analyze, in real time, who the customers are, where they're sitting and what they're willing to pay for tickets.
sports  analytics  Octothorpe_Software  NBA  basketball  data_driven  Moneyball  MIT  StratBridge 
october 2011 by jerryking
Why haven’t advanced stats caught on in the NHL? - The Globe and Mail
james mirtle
From Saturday's Globe and Mail
Posted on Friday, September 23, 2011
analytics  Moneyball  hockey  Octothorpe_Software 
september 2011 by jerryking
The Moneypuck revolution - The Globe and Mail
JAMES MIRTLE | Columnist profile
TORONTO— From Saturday's Globe and Mail
Published Friday, Sep. 23, 2011
hockey  analytics  Moneyball  Octothorpe_Software 
september 2011 by jerryking
From a Crisis, Opportunity
April 24, 2011 New York Times PATRICIA R.
OLSEN.Municipalities are struggling today as they deal with fiscal crises. But they're engaging in layoffs and cutting services in an attempt to balance their budgets. I believe that reports of possible enormous defaults are overstated. The municipal sector has been known for its safe investments. Lower-rated credit, in the nonrated or junk-bond range, and credit barely investment grade, are vulnerable; that's why these investments pay a higher yield.

In 2000, when working in Detroit for our company, I was co-founder of an internship program, the Detroit Summer Finance Institute, which exposes inner-city students to finance jobs. People often view the municipal
finance sector as less glamorous than the corporate one. Young people,
especially, don't always realize how rewarding work in this field can
be. We have offices in 22 cities. I see the impact of our work in many
cities -- from convention centers to highways to educational projects.
municipalities  municipal_finance  African-Americans  women  Octothorpe_Software  unglamorous  internships  young_people 
april 2011 by jerryking
Google’s 8-Point Plan to Help Managers Improve - NYTimes.com
March 12, 2011 |NYT| By ADAM BRYANT. IN early 2009,
statisticians at Google began a plan code-named Project Oxygen. Their
mission was to devise a way to build better bosses. So, as only a
data-mining giant like Google can do, it began analyzing performance
reviews, feedback surveys and nominations for top-manager awards. They
correlated phrases, words, praise and complaints. Later that year, the
“people analytics” teams at the company produced what might be called
the Eight Habits of Highly Effective Google Managers. ...H.R. has long
run on gut instincts more than hard data. But a growing number of
companies are trying to apply a data-driven approach to the
unpredictable world of human interactions.
“Google is really at the leading edge of that,” says Todd Safferstone,
managing director of the Corporate Leadership Council of the Corporate
Executive Board, who has a good perch to see what H.R. executives at
more than 1,000 big companies are up to.
Google  Octothorpe_Software  human_resources  data_driven  data_mining  analytics  gut_feelings  correlations  praise  complaints 
march 2011 by jerryking
The New Normal - NYTimes.com
February 28, 2011 | NYT | By DAVID BROOKS. The U.S. is going
to be doing a lot of deficit cutting over the next several years. The
country’s future greatness will be shaped by whether those cuts are made
wisely or stupidly. Brooks proffers the following principles to guide
the cuts.
#1. Make Everybody Hurt. The sacrifice should be spread widely and
fairly.
#2. Make Conscious Tradeoffs. Trim from the old to invest in the young. We should adjust pension
promises and reduce the amount of $ spent on health care during the last
months of life so we can preserve programs for those who are growing
and learning the most.
# 3. Never cut without an evaluation process. Before legislators and
governors chop a section of the budget, they should make a list of all
the relevant programs, grading each option and then start paying for
them from the top down.
cutbacks  deficits  effectiveness  fairness  Octothorpe_Software  David_Brooks  municipalities  decision_making  austerity  sacrifice  new_normal  tradeoffs  priorities  assessments_&_evaluations 
march 2011 by jerryking
As boomer bureaucrats retire, savvy entrepreneurs rejoice - The Globe and Mail
Dec. 16, 2010 | Globe and Mail | MARY GOODERHAM. The exodus
within Canada’s public service, with more than a quarter of civil
servants retiring or preparing to leave jobs within the next few
years... is creating big opportunity for entrepreneurs...those who make
up Canada’s 8.5 per cent unemployment rate can’t easily replace retirees
leaving senior positions, especially within the public sector, as many
are young males who once worked in the manufacturing and construction
sectors....As a result, executive training programs are becoming
increasingly popular.
exodus  human_resources  baby_boomers  retirement  entrepreneurship  entrepreneur  training  public_sector  civil_service  civil_servants  bureaucrats  Octothorpe_Software  Ottawa  training_programs 
december 2010 by jerryking
FT.com / Management - When to turn a blind eye to the facts
September 20 2010 | Financial Times | By Philip Delves Broughton.
.....For the men and women fighting to stop the leak, there were the messy, practical challenges to be met, and decisions to be made based on the evidence. And then there were those who made the decision early to pound away at this latest example of “Big Oil” gone wild.

President Barack Obama was caught between the two, trying to make decisions based on the complex set of facts, while others claimed to know exactly what decisions should be made, and compiled the evidence accordingly.

Businesses are often caught in the same trap. Ideally, you want to base your decisions on sound evidence. But often, managers make a decision then rustle up the evidence to support it. As Peter Tingling and Michael Brydon of Simon Fraser University wrote recently in the MIT Sloan Management Review, it is the difference between evidence-based decision making and its ugly sibling, decision-based evidence making......
Profs Tingling and Brydon found that evidence is used by managers in three different ways: to make; inform; or support a decision. If it is used to make a decision, it means the decision arises directly from the evidence. If it is used to inform a decision, evidence is mixed in with intuition or bargaining to lead to a decision. If it is used to support a decision, it means the evidence is simply a means to justify a decision already made. They also found that evidence is often shaped by subordinates to meet what they perceive to be the expectations of their bosses.

There are two dangers to letting decisions trump evidence. The first is when decision making is simply ill-informed. Ideally, a decision that contradicts the evidence is an inspired hunch, formed by experience, like Nelson’s. In the worst case, it is the product of ignorant bias.

The second danger is that once your employees know that you, as a manager, are more interested in finding evidence to fit your conclusions rather than seeking out truth, it infects a company with demoralising and destructive cynicism.
......In other companies, however, the cult of data-driven decision making leaves so little room for personal beliefs that people just tailor evidence to fit pre-made decisions......What is a manager to do? How do you encourage the use of data, while leaving room for the occasional inspired decision? One solution is to be more flexible in how you categorise decisions. Not all will require the same degree of evidence.

Another is to weigh the costs of gathering evidence. Is it always worth it? If not, don’t fudge it for appearance’s sake. Admit that you are trusting your well-honed instincts.
evidence_based  Octothorpe_Software  Philip_Delves_Broughton  decision_making  Peter_Tingling  environmental_disasters  Deepwater_Horizon  evidence  oil_spills  oil_industry  fact_patterns 
september 2010 by jerryking
Seth's Blog: Sell the problem
August 25, 2010 | Seth Godin. My friend Marcia has a very
cool idea for large professional firms. As an architect, she realized
the firms were wasting time and money and efficiency in the way they use
their space. Roomtag is her answer.

The challenge is this: if your big law firm or accounting firm doesn't
think it has a space allocation/stuff tracking/office mapping problem,
you won't be looking for a solution. You won't wake up in the morning
dreaming about how to solve it, or go to bed wondering how much it's
costing you to ignore it. And so the marketing challenge is to sell the
problem. Imagine, for example, getting the data and publishing a list of
the top 50 firms, ranked by efficiency of space use. All of a sudden,
the bottom half of the list realizes that yes, in fact, they have
something that they need to work on.

******************************************************************************
Making Data Visible So You Can Act On It
December 11, 2012 | MIT Sloan Management Review |John Schulz (AT&T), interviewed by Nina Kruschwitz.
...The visibility of that data is what really drives behavior, because it’s shared with their peers, who the facility managers want to do well among, and with upper management. We found the scorecard model to be very useful, both for choosing the right points of data and then for making them visible. That was a real turning point for us
awareness  consumer_awareness  JCK  Octothorpe_Software  problems  problem_awareness  problem_solving  selling_the_problem  Seth_Godin  visibility 
august 2010 by jerryking
Is Decision-Based Evidence Making Necessarily Bad?
June 26, 2010 | MIT Sloan Management Review | By Peter M. Tingling and Michael J. Brydon
Octothorpe_Software  decision_making 
august 2010 by jerryking
Professor critical of draft strategy
Jun. 24, 2010 | The Globe & Mail | MATTHEW SEKERES
hockey  Octothorpe_Software  NHL 
june 2010 by jerryking
Critical Questions Boards Should Ask Now
April 7, 2009 | Business Week | By Beverly Behan. Directors
must become more proactive in these tough times. It may even be
necessary to bring in new members with restructuring experience.
Results from google search "why boards should question management,"
boards_&_directors_&_governance  Freshbooks  questions  hard_times  restructurings  Octothorpe_Software 
february 2010 by jerryking
Hezbollah as 'a hot cell for innovation'Why our intentions 'don't just fail, they backfire'
Apr 19, 2009 | Toronto Star | Lynda Hurst.

we're still using anachronistic ideas to hold together a global order that no longer exists. A revolution is in progress where the unthinkable all too readily becomes the inevitable.

The result? More – and more dangerous – reversals of intent and outcome.

"What's happening today is that our intentions don't just fail, they backfire on us," says the Beijing-based geo-strategy analyst. "We deliver the opposite of what we intend because we so misunderstand the way the system now works."

The "war on terrorism" creates even more terrorists. The attempt to build a risk-proof financial system produces more risks than anyone is able to foresee. The bid to spread capitalism across the globe widens the chasm between rich and poor. The effort to contain nuclear proliferation leads to rogue states such as North Korea and Iran playing gimme-gimme games (or maybe not) with the final option.

Think Mikhail Gorbachev setting out only to reform the Soviet Union, but instead triggering its downfall, which in turn leads the U.S. to conclude its values have won the Cold War. Not so, Ramo says. Or George W. Bush reckoning he can inject democracy into Iraq and, presto, out comes peace: "Absurd in the extreme."

The new rules are
still being formed. They will be based on one central premise: countless
variations in the scheme of things will continue to occur at warp
speed, and adapting to them equally as quickly will be crucial. The
unpredictable demands of constant newness can immobilize institutions,
however, not just individuals. It can blind them to unsprung traps,
freeze once-honed navigation skills. The structure of the U.S. State
Department has barely changed since the end of World War II.

Governments can't prepare for everything in the future, but they can
build resilience into their systems. Real power will be the ability to
come back strong after an unexpected shock. That will mean persistently
assessing the big picture, not just its component pieces.
new_normal  uncertainty  Joshua_Cooper_Ramo  geopolitics  unpredictability  resilience  21st._century  adaptability  managing_uncertainty  Hezbollah  unintended_consequences  unexpected  political_power  accelerated_lifecycles  U.S._State_Department  immobilize  paralyze  constant_change  revenge_effects  rogue_actors  unthinkable  misunderstandings  Cambrian_explosion  iterations  Octothorpe_Software  Mikhail_Gorbachev  the_big_picture  warp_speed  financial_system 
may 2009 by jerryking
The HBR List 2009 - Should You Outsource Your Brain?
February 2009 HBR article by Thomas Davenport on companies outsourcing decision analysis.
Octothorpe_Software  analytics  competingonanalytics  decision_making  Thomas_Davenport 
february 2009 by jerryking
FT.com / Technology - Computer says: You're hired'
Nov. 7, 2007 FT article by Jessica Twentyman on e-recruitment
systems' ability to do more than find top talent quickly--it gives HR a
mass of data on how new hired perform.
e-recruitment  Octothorpe_Software  analytics  human_resources  online_recruiting 
february 2009 by jerryking
NHL Makes Online Push - WSJ.com
Sept. 23, 2008 WSJ article by Stephanie Kang
hockey  Octothorpe_Software  NHL 
january 2009 by jerryking
Hockey Night in Cyberland - globeandmail.com
Oct. 11, 2008 Matt Hartley piece on the NHL's plan to obtain revenue growth using online marketing, fantasy hockey leagues, etc.
hockey  Octothorpe_Software  analytics  NHL 
january 2009 by jerryking

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