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" Bernard Marr presented a Masterclass on ROI on Intangibles on 29th June 2010."

When managers say they are data driven and ROI focused they are usually more intent on professing a belief than delivering results. They are, essentially, accidental theorists, putting their faith in an abstract idea rather than engaging in any true analysis of cause and effect. Despite what many will tell you, numbers can lie and only fools follow them blindly.

Michigan State University has over 450,000 alumni around the world. The school's University Advancement department sought to create a representation of alumni and donor sentiment and likelihood of philanthropic engagement based on data gathered from social media. However, these analyses often took weeks to process, limiting the school's ability to gather valuable insights in a timely manner. This case study describes how MSU leveraged business intelligence and predictive analytics to gain deep insight into an individual alum's potential to give, resulting in the following positive results: -An annual ROI of 55% -An average annual benefit of $34,434 -And more The case study purports to show how organisations can identify new opportunities for revenue generation by embracing a BI and predictive analytics strategy.

"Tullow Oil, a London-based independent oil and gas exploration and production company, regularly wins awards for its innovative approach to problem solving. Its business culture is based on investing in the best people and then trusting them to work together to keep Tullow on the leading edge of the industry. Tullow's CIO recently challenged his team to develop an approach to devolve control of IT project prioritization to non-IT leaders within the company. This article explains the approach developed and how it is working to keep the business's IT strategy aligned with Tullow's entrepreneurial spirit and commitment to collaborative decision making."

The Right Organisational Culture: A Requirement?

New McKinsey research shows that a payday could be arriving faster than expected. A new class of company is emerging-one that uses collaborative Web 2.0 technologies intensively to connect the internal efforts of employees and to extend the organization's reach to customers, partners, and suppliers. We call this new kind of company the networked enterprise. Results from our analysis of proprietary survey data show that the Web 2.0 use of these companies is significantly improving their reported performance.

Why and how to measure the impact of knowledge management are questions that never go away