A QUE HORA CIERRA LA VELA DIARIA DE BITCOIN

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— . — . — . Getting YOU Digital, NOW !
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Just in, dateline ...
Not dated ... from a year ago, McKinsey reminds CEOs what to keep their eyes upon ... “the five metrics for CEOs assessing ‘digital’ progress.” Doubtless not “news” to any of you, but well worth repeating / rereading.

In case you missed the memo whilst on your most recent lunar mission ... HBR helpfully just (11-26-21) offered ... “Today’s CEOs Need Hands-On Digital Skills”. Thanks, I needed that.

Mount Olympus: Per McKinsey & Co. (Oct. 2021)By accelerating digital adoption, the COVID-19 pandemic has widened the gap between the top and bottom companies on the power curve of economic profit, amplifying winner-takes-most dynamics and further separating digital leaders from also-rans. Competitive differentiation, now more than ever, emerges from superior digital capabilities and technology endowment, more agile delivery, and a progressively more tech-savvy C-suite.

...
Oops: Reality has that awkward habit of ... “According to an Accenture study, only 32% of companies surveyed reported that they can realize and measure tangible value from data. The low percentage is a result of contributing factors such as lack of leadership skills, slow-moving data and siloed data repositories.”

As noted in betanews, the Thales group offers, yet another, alarming wake-up-call for digital-come-latelies scurrying to The Cloud as THE ANSWER for being a day late and a dollar short. “Hello, you forgot your trousers.” One ponders, er, “What bottom-line...? ”

Specifically, their latest cloud security study shows that 83 percent of businesses are still failing to encrypt half of the sensitive data they store in the cloud ... despite 40 percent of organizations having experienced cloud-based data breach in the past 12 months.

That’s pretty “special.”
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Getting YOU “digital” without drama or tears. “Going digital” isn’t so much difficult as it is ‘involved.’ The lazy need NOT apply — EXPECT READING...!

(Or, skip the reading, bounce down to whatever catches your eye, hope that you’ll learn what you’ll need to be able to tell interviewers – or your Board – about the what and WHY of what you think you’ll do. Or, better yet, just go away. Yes, I realize that I’m bordering on being a PITA.)

Oddly, beyond mere technical subject matter, the “go digital” team’s nightmare invariably proves a lack of common language across the business / mathematical / computer science chasms. It all can prove quite the muddle. What to learn and where to start...? If you’ll do the work, I’ll point you to the requisite material in the correct order.

While your task will NOT be easy, if you make the effort, together, we’ll make it happen. You’ll not even remotely be the first.
Welcome.

So, who-the-hell am I to even presume to offer YOU help?

Side-hustle: Graduate school professor of mathematics, computer science, & economics since September 1968. Yes, I’m ancient — wanna' foot race...?

Conventionally: I’m a former CEO via COO, CFO, Treasurer, Comptroller, VP-Tax (international), Sr. International Financial Consultant: all NYC-based; pre-MBA, Sr. Scientist major computer manufacturer.

For scope: CEO was turnaround of a private-equity multinational conglomerate; for scale: CFO was of the, then, world’s largest bank; for balance: spent much of the last two decades aiding CEOs / CMOs to “go digital ” — rough translation: try sipping from the AWS-Twitter Firehose; for focus: started throwing high order stochastic math at large datasets in the mid-sixties via Bell Labs [NB: Codd did NOT invent databases], exampli gratia: as Treasurer opted to forego

budgeted F/X loses, spun tapes, coordinated with trading desk, turned sizable annual losses into tidy profits — as Sr. Scientist: ASW (as in, The Hunt for Red October ) ....

Still at it. Today’s consequence, typically, features filthy lucre not palpable horror — a pleasant change in and of itself.

Retired very young; requests from former colleagues in straits morphed into brisk boutique consulting (solely word of mouth). Will, most assuredly, die with my boots on.

Don’t bother checking social media, I’ve never posted anything ... anywhere. Yes, “Finch” and I are cousins; he’s the loquacious one ... on the Left.

Particular import — improving everyone’s quantitative skills and, most importantly, getting those quantitatively immersed able to fluently communicate in cogent economic terms graphically, verbally, numerically with élan.

Heads Up: I firmly believe in organic growth; that one leads best leading by example; invest in folk you know and have.

Yes, you could pay someone to deliver a gift-wrapped digital “YOU” ... how do you propose to maintain, much less upgrade, it?

Working impetus: Invest firm with digital competency to optimize profitability. [If you’re not profit-driven, why did you even think about incorporating?] How you choose to allocate profits lies well beyond the scope of my self-defined brief, as are “Endgame” related issues, e.g., “Vision,” “purpose,” EQ, ESG, CSR, WOKE....

Axiomatic: Improve profitability to enhance both size and quality of the distributable “pie.”

Digitalization’s never quick; it can and it should return regular, meaningful improvements from the outset. This article, from McKinsey, offers useful insight into how successes can follow digital efforts.

In the main, it conforms to my views and experiences. Should that ring dismissive, it’s because only one consultancy graduate has impressed me — and he had to learn to bake before being allowed to play with computers. <chuckle, LVGjr>

Do note, significantly, that ALL of the recommended undertakings can be readily driven via a concerted DIY approach. Moreover, the DIY “we” in a collective, ongoing effort assures digitization’s momentum endures and, likely, grows.

IMHO, that DIY approach is the most likely way to assure “digital transformation” success; it’s the most likely way to garner lasting executive and employee buy-in. “Our” tends to prove a very powerful and enduring term....

I don’t wish to appear puckish: However, how long do you want your collective legacy to last...?


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First, I urge you to look closely, and I do mean really closely, at the image above. With no slightest hint of hyperbole, recognize that even the tiniest light point represents thousands of potential customers ... and competitors. They’re “wired” and constantly watching you ... are you constructively “watching” them...? (Unless you’re in north Greenland; 'had a DEW line ~ Thule connection long ago....)

Welcome to your digital future;
IT’S ALREADY HERE.

As noted above, I’ll point you to the requisite material. YOU, here, contemplates you in either the singular or plural — be it corporation, partnership, or individual (as it happens, how I got started a good many decades ago. 6. **)

There are many distinct paths addressed and advanced via the “About” and “Realms” nav-tabs. You’ll need to connect them as fits your specific goals and needs.

This is FOSS plain and simple.

Since we’re all conditioned to smell a rat: I’m NOT here to “sell you” anything. Indeed, you’d need to do some “digging” to contact me. Were you to do so, send via US Post on corporate letterhead, preferred — more daring, ask your Webmaster for the email. I do thrive on complex problems.

As noted 1, everything’s gratis. There are no hidden $-links, no cookies (Cloudflare (CDN) sets the “pcm-isa.com” image / text cookie to speed execution within

your browser — delete it should you so wish.), no PHP, no JS, and no BS.

Candidly, I’m trying to provide what I’d have wanted, were I starting all over ... or running a corporation, which begs...

BTW: Every job promotion brings new “rookie” adventures — adapt and accommodate ... or perish.


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Gentle approach from Start to Finish. Everything that we’re going to do merely involves using some aspect of comp-sci to throw higher mathematics at “economic” datasets with, generally, some manner of rational economic intent. Simple, no?

Sadly, communicating that “rational economic intent” for want of a common language spanning the entirety of the associated topics invariably proves the biggest single “technical” stumbling block.

Worth noting, by design, you’re looking for “appropriate answers” ... the comparative luxury of focusing upon “interesting questions” comes later — much later.

We are looking to get everyone comfortable, confident, and capable, whether asking or answering insightful questions. Particularly, those “answering” C-suite questions will be learning how best to answer in precise, managerially intelligible, and concise terms — most often visually.

Goal: Getting everyone, working within and contributing to the digital initiative, competent in real world data science. Example: CEOs, at a minimum, must learn what they should expect as delivered work product; they’ll understand by using Excel to work through guided, pithy problems.

BigBox consulting’s “default setting,” of doing everything immediately maximizes BigBox profits, but engenders far too frequent mistakes by entailing far too many “moving parts.” Plus, they tend to “swing for the fences.” Altogether, likely not a good recipe for YOUR profits.

Instead, focusing upon steady, manageable, and coordinated ‘skill’ improvements across functional departments / divisions improves profit and, further, helps highlight the inevitable unforeseen areas potentially needing attention before they prove “issues.”

Most folk attempt far too much far too quickly. Try building a stone and wet mortar wall twenty feet high in one “go.”

Sadly, “gentle” brings “continual.” Absent the extraordinary, this digital “march” has no terminus. Thus, offering yet another reason for a DIY approach.


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Three triads constitute this site’s logical underpinnings:
1. Strategy, Tactics, Metrics
2. Integrated Strategic Analytics
3. Predictive Computational Mathematics.

These nine elements offer a snapshot of the overarching logic necessary to making business data science work.

The corporate Endgame / Exit Strategy informs the STM triad ... the other two triads flow from there and MUST tie back in accord with the motivating Endgame / Exit Strategy.

In a nutshell, it’s an “analytics-driven” version of what Jack Welch’s, “Be first, be second, or....” was all about. For what it’s worth, this nine-way was born of

frustration at my undergrad Micro professor’s blatant attempt to “wing” how firms were/should be strategically managed.

You’ll find it both intuitive and comfortable as soon as you start using it. It makes “case-method,” in any of its manifestations, an utter breeze — most particularly when transitioned to the real world.



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Since I’m about to kick you out of the nest, here’s an apt parting thought. The ancient Greeks knew a thing or two about teaching and learning.

Note that they turn their verb to “teach” into the middle (reflexive) voice for “learn.”

I teach: διδασκω;
I learn: διδασκομαι ==
I teach myself...!

Ponder that.

Our first step is to assure each of you has certain basic skills. That means remedial math for some, remedial business for others, with more than a pinch of Excel. So,

Your next step Starts Here.





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