Learning From Kublai Khan: 5 Ways Advanced Analytics Can Help Organizations

Joseph Dennis Kelly

Leaders have much to learn from Kublai Khan’s military failures.

When the khan rose to power in 1260, the Mongol Empire was a much-feared power that ruled over the world’s largest-ever sovereignty. When he died in 1294, the empire was crumbling and began spiraling toward its 70-year collapse,  the direct result of Kublai Khan’s unrestrained spending on ill-conceived invasions  – in the east (into Japan), west (into modern Israel and Syria), and south (into Burma, Java, and modern Vietnam).

Had the khan been able to use advanced analytics software, he could have quickly assessed – using real-time intelligence and predictive insights – enemy movements, foreign terrains, and the Mongol army’s performance. But instead, his force of skilled and feared warriors fell in battles they should have won.

Starting with the Basics

Advanced analytics can help leaders get – from Big Data – near-instant, fact-based insights about a vast number of emerging and hidden opportunities, threats, and trends. Using the software also involves risk: Organizations can get distracted by the functionality gained and lost in the vast streams of information abstracted, possibly to the point of inaction. As Dan Vesset, IDC’s VP for Business Analytics, notes, “BI and analytics technology…is never an end in itself…[but rather must support] decision makers…[and] lead to actions based on insight and augmented with experience.” Transforming insight into achievable action begins with rethinking strategy.

Traditionally, strategies were built using gut feelings and outdated information. Such models ignored rigorous inquiry and too often focused on resolving perceived issues. New approaches to strategy-making focus on the present and future and support creative thinking and scientific inquiry; these are geared toward helping leaders proactively identify opportunities and make choices – using accurate, reliable, and real-time intelligence. Had the khan used this type of strategy, the Mongol story may have turned out differently.

Arming the Organization

Because Kublai Khan and his commanders lacked access to real-time intelligence, the Mongol army did not have the intelligence needed to win. This lack meant the Mongols were unprepared – physically, tactically, and logistically – for their battles.

Advanced analytics and a proactive strategy could have helped the Mongols improved the five areas that Vessel says are optimized by “80% of the most competitive organizations”:

  • Training: During several invasions, the Mongol army found it was unaccustomed to the opponent’s terrain, climate, and environment. When they invaded Syria in 1260 and 1262, it was the desert and the heat which beat them. When they went into Burma in 1277 and 1283, it was disease and the jungle – and not the Burmese – that defeated the Mongols. Had the Mongols understood the risks and prepared for the conditions, they may have fared better.
  • Tactics: The Dai Viet were masters of jungle fighting, skilled in luring their enemies deep in the jungle and into tiger traps. Had the Mongols understood the Dai Viet’s long-practiced approach, they could have avoided the traps and developed tactics to counter the Dai Viet’s strategy.
  • Governance: Had the khan established and followed guidelines for evaluating enemies and determining his army’s ability to defeat them, he may have made better decisions and not used revenge or greed as the fire fueling his invasions, such as he did in the Dai Viet campaigns.
  • Chain-of-command: The Mongol’s 1281 invasion of Japan – the deadliest naval battle in history, leaving more than 130,000 Mongol troops dead – was mismanaged, with ships launching from several ports and then sporadically retreating. Had commanders coordinated their maneuvers, they could have countered the devastating night attacks from samurai.
  • Expectations: The Mongol’s 1281 invasion of Japan, fueled by the khan’s anger over a thwarted invasion in 1274, failed because the khan set an unrealistic launch date and promised to execute shipbuilders who could not deliver on time. To avoid death, shipbuilders slashed quality. In the end, many Mongol ships sank because the seas – in the Korea and Tsushima Straights – proved too rough for the weak ships. Had the khan set realistic expectations, maneuvers abandoned because of the lost ships may have been realized.

Making choices in today’s uncertain and complex world requires more than trusting a gut feeling, relying past results, and striving to resolve problems. To compete, leaders need to see the possibilities and focus on opportunities. When armed with advanced analytics and a proactive strategy, organizations are better equipped to make the most feasible choices for realizing core objectives.

Is advanced analytics helping your company make better choices and avoid critical mistakes? 

Image via Wikipedia: Portrait of Kublai Khan by Anige (also known as Araniko) of Nepal, an astronomer, engineer, painter, and confidant of the khan.


About Joseph Dennis Kelly

Joseph is a senior-level editorial and communication specialist with more than twenty years experience in StratCom, MarCom, CrisCom, EditGov, and EditOps. He previously served as a senior editor/writer on SAP’s Global Content Team and as the executive editor of PMI's Knowledge Center. He contributes to the SAP Community Network (SCN), serving as space editor for the Social Media and Social Networks blog. Recent accomplishments include directing SAP’s blogging campaign for Social Media Week 2012, leading the editorial and blogging strategy for SVForum’s inaugural MarketingCamp–Silicon Valley, and developing the digital media strategy for a Pennsylvania state senator’s successful 2012 re-election campaign. @JosDenKelly



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13 Scary Statistics On Employee Engagement [INFOGRAPHIC]

Jacob Shriar

There is a serious problem with the way we work.

Most employees are disengaged and not passionate about the work they do. This is costing companies a ton of money in lost productivity, absenteeism, and turnover. It’s also harmful to employees, because they’re more stressed out than ever.

The thing that bothers me the most about it, is that it’s all so easy to fix. I can’t figure out why managers aren’t more proactive about this. Besides the human element of caring for our employees, it’s costing them money, so they should care more about fixing it. Something as simple as saying thank you to your employees can have a huge effect on their engagement, not to mention it’s good for your level of happiness.

The infographic that we put together has some pretty shocking statistics in it, but there are a few common themes. Employees feel overworked, overwhelmed, and they don’t like what they do. Companies are noticing it, with 75% of them saying they can’t attract the right talent, and 83% of them feeling that their employer brand isn’t compelling. Companies that want to fix this need to be smart, and patient. This doesn’t happen overnight, but like I mentioned, it’s easy to do. Being patient might be the hardest thing for companies, and I understand how frustrating it can be not to see results right away, but it’s important that you invest in this, because the ROI of employee engagement is huge.

Here are 4 simple (and free) things you can do to get that passion back into employees. These are all based on research from Deloitte.

1.  Encourage side projects

Employees feel overworked and underappreciated, so as leaders, we need to stop overloading them to the point where they can’t handle the workload. Let them explore their own passions and interests, and work on side projects. Ideally, they wouldn’t have to be related to the company, but if you’re worried about them wasting time, you can set that boundary that it has to be related to the company. What this does, is give them autonomy, and let them improve on their skills (mastery), two of the biggest motivators for work.

Employees feel overworked and underappreciated, so as leaders, we need to stop overloading them to the point where they can’t handle the workload.

2.  Encourage workers to engage with customers

At Wistia, a video hosting company, they make everyone in the company do customer support during their onboarding, and they often rotate people into customer support. When I asked Chris, their CEO, why they do this, he mentioned to me that it’s so every single person in the company understands how their customers are using their product. What pains they’re having, what they like about it, it gets everyone on the same page. It keeps all employees in the loop, and can really motivate you to work when you’re talking directly with customers.

3.  Encourage workers to work cross-functionally

Both Apple and Google have created common areas in their offices, specifically and strategically located, so that different workers that don’t normally interact with each other can have a chance to chat.

This isn’t a coincidence. It’s meant for that collaborative learning, and building those relationships with your colleagues.

4.  Encourage networking in their industry

This is similar to number 2 on the list, but it’s important for employees to grow and learn more about what they do. It helps them build that passion for their industry. It’s important to go to networking events, and encourage your employees to participate in these things. Websites like Eventbrite or Meetup have lots of great resources, and most of the events on there are free.

13 Disturbing Facts About Employee Engagement [Infographic]

What do you do to increase employee engagement? Let me know your thoughts in the comments!

Did you like today’s post? If so you’ll love our frequent newsletter! Sign up here and receive The Switch and Shift Change Playbook, by Shawn Murphy, as our thanks to you!

This infographic was crafted with love by Officevibe, the employee survey tool that helps companies improve their corporate wellness, and have a better organizational culture.


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Supply Chain Fraud: The Threat from Within

Lindsey LaManna

Supply chain fraud – whether perpetrated by suppliers, subcontractors, employees, or some combination of those – can take many forms. Among the most common are:

  • Falsified labor
  • Inflated bills or expense accounts
  • Bribery and corruption
  • Phantom vendor accounts or invoices
  • Bid rigging
  • Grey markets (counterfeit or knockoff products)
  • Failure to meet specifications (resulting in substandard or dangerous goods)
  • Unauthorized disbursements

LSAP_Smart Supply Chains_graphics_briefook inside

Perhaps the most damaging sources of supply chain fraud are internal, especially collusion between an employee and a supplier. Such partnerships help fraudsters evade independent checks and other controls, enabling them to steal larger amounts. The median loss from fraud committed
by a single thief was US$80,000, according to the Association of Certified Fraud Examiners (ACFE).

Costs increase along with the number of perpetrators involved. Fraud involving two thieves had a median loss of US$200,000; fraud involving three people had a median loss of US$355,000; and fraud with four or more had a median loss of more than US$500,000, according to ACFE.

Build a culture to fight fraud

The most effective method to fight internal supply chain theft is to create a culture dedicated to fighting it. Here are a few ways to do it:

  • Make sure the board and C-level executives understand the critical nature of the supply chain and the risk of fraud throughout the procurement lifecycle.
  • Market the organization’s supply chain policies internally and among contractors.
  • Institute policies that prohibit conflicts of interest, and cross-check employee and supplier data to uncover potential conflicts.
  • Define the rules for accepting gifts from suppliers and insist that all gifts be documented.
  • Require two employees to sign off on any proposed changes to suppliers.
  • Watch for staff defections to suppliers, and pay close attention to any supplier that has recently poached an employee.

About Lindsey LaManna

Lindsey LaManna is Social and Reporting Manager for the Digitalist Magazine by SAP Global Marketing. Follow @LindseyLaManna on Twitter, on LinkedIn or Google+.


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Data Analysts And Scientists More Important Than Ever For The Enterprise

Daniel Newman

The business world is now firmly in the age of data. Not that data wasn’t relevant before; it was just nowhere close to the speed and volume that’s available to us today. Businesses are buckling under the deluge of petabytes, exabytes, and zettabytes. Within these bytes lie valuable information on customer behavior, key business insights, and revenue generation. However, all that data is practically useless for businesses without the ability to identify the right data. Plus, if they don’t have the talent and resources to capture the right data, organize it, dissect it, draw actionable insights from it and, finally, deliver those insights in a meaningful way, their data initiatives will fail.

Rise of the CDO

Companies of all sizes can easily find themselves drowning in data generated from websites, landing pages, social streams, emails, text messages, and many other sources. Additionally, there is data in their own repositories. With so much data at their disposal, companies are under mounting pressure to utilize it to generate insights. These insights are critical because they can (and should) drive the overall business strategy and help companies make better business decisions. To leverage the power of data analytics, businesses need more “top-management muscle” specialized in the field of data science. This specialized field has lead to the creation of roles like Chief Data Officer (CDO).

In addition, with more companies undertaking digital transformations, there’s greater impetus for the C-suite to make data-driven decisions. The CDO helps make data-driven decisions and also develops a digital business strategy around those decisions. As data grows at an unstoppable rate, becoming an inseparable part of key business functions, we will see the CDO act as a bridge between other C-suite execs.

Data skills an emerging business necessity

So far, only large enterprises with bigger data mining and management needs maintain in-house solutions. These in-house teams and technologies handle the growing sets of diverse and dispersed data. Others work with third-party service providers to develop and execute their big data strategies.

As the amount of data grows, the need to mine it for insights becomes a key business requirement. For both large and small businesses, data-centric roles will experience endless upward mobility. These roles include data anlysts and scientists. There is going to be a huge opportunity for critical thinkers to turn their analytical skills into rapidly growing roles in the field of data science. In fact, data skills are now a prized qualification for titles like IT project managers and computer systems analysts.

Forbes cited the McKinsey Global Institute’s prediction that by 2018 there could be a massive shortage of data-skilled professionals. This indicates a disruption at the demand-supply level with the needs for data skills at an all-time high. With an increasing number of companies adopting big data strategies, salaries for data jobs are going through the roof. This is turning the position into a highly coveted one.

According to Harvard Professor Gary King, “There is a big data revolution. The big data revolution is that now we can do something with the data.” The big problem is that most enterprises don’t know what to do with data. Data professionals are helping businesses figure that out. So if you’re casting about for where to apply your skills and want to take advantage of one of the best career paths in the job market today, focus on data science.

I’m compensated by University of Phoenix for this blog. As always, all thoughts and opinions are my own.

For more insight on our increasingly connected future, see The $19 Trillion Question: Are You Undervaluing The Internet Of Things?

The post Data Analysts and Scientists More Important Than Ever For the Enterprise appeared first on Millennial CEO.


About Daniel Newman

Daniel Newman serves as the Co-Founder and CEO of EC3, a quickly growing hosted IT and Communication service provider. Prior to this role Daniel has held several prominent leadership roles including serving as CEO of United Visual. Parent company to United Visual Systems, United Visual Productions, and United GlobalComm; a family of companies focused on Visual Communications and Audio Visual Technologies. Daniel is also widely published and active in the Social Media Community. He is the Author of Amazon Best Selling Business Book "The Millennial CEO." Daniel also Co-Founded the Global online Community 12 Most and was recognized by the Huffington Post as one of the 100 Business and Leadership Accounts to Follow on Twitter. Newman is an Adjunct Professor of Management at North Central College. He attained his undergraduate degree in Marketing at Northern Illinois University and an Executive MBA from North Central College in Naperville, IL. Newman currently resides in Aurora, Illinois with his wife (Lisa) and his two daughters (Hailey 9, Avery 5). A Chicago native all of his life, Newman is an avid golfer, a fitness fan, and a classically trained pianist

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The Importance Of Leadership On Employee Engagement [INFOGRAPHIC]

Charmian Solter

Here at Switch & Shift we strive to illuminate effective leadership practices. We pride ourselves on creating cutting-edge solutions for employee engagement, communication, and creating company culture, to name a few.

Why are these topics so important? Well, according to The Importance of Employee Engagement infographic by NBRI, courtesy of Brandon Gaille, if leadership doesn’t step up and affect change and build trust and engagement, their employees will be busy doing anything but work while on the job! This infographic says it all.


For more on developing more engaged, loyal, and productive workers, see How Empowering Employees Creates a More Engaged Workforce.


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