At this rate

One-Trial Learning By Mark Chussil I love data. I spent 15 years working with the PIMS (Profit Impact of Market Strategy) database alongside academic luminaries. (I was in the room but I was not in their league.) Many years later, I think it’s fun to run and analyze a few billion simulations before breakfast. I […]

Some of these essays are about competitive strategy and strategic thinking; some are not. “Are Capitalists Copping Out?” “We Will Play Soothing, Uninterrupted Music While You Wait.” “The Formerly United States of America.” And more.

How do we know when someone is skillful at competing? The thing is, it’s hard to tell the difference between luck and skill…

If an unexpected threat (or opportunity) can come out of left field, it is good to look in that direction before committing to a new strategy or the status quo. What investors and Congress have to say about that.

How big would Google be if its recent growth weren’t “as bad as some had feared”? We know growth doesn’t go on forever, but our quest for bigger and better every year leads to trouble. How can executives know when they cross the line from building up to propping up to puffing up?

Data mining is the unleashing of massive computer power on massive consumer databases to look for patterns that managers can use. The work takes place with silicon, copper, and iron oxide, but it depends first on carbon: on how we humans think.

The best insights often come from surprises, and the best surprises often come from simulations. Here we’ll talk about surprises in both business and crisis simulations, and actionable insights.

Steven Shore and Barry Prevor aren’t so different from you and me. They showed guts and commitment, and they succeeded for a long time, and they may continue to succeed. And they, like us, are vulnerable. The question is, vulnerable to what?