Two topics high on the interest list these days are innovation and analytics.  The C-level says it wants innovation.  Sometimes it actually commits resources to it.  Analytics is the new buzz word thanks to a half-dozen and growing number of books on it.  Seems to me there is a natural connection between the two.  Obviously, innovation requires extraordinary thinking.  Some call it out of the box, and they are correct.  The issue is what is the box?  This is where analytics comes in.

If you want to be seen as an innovative thinker you would be well served to adopt predictive analytics as your main tool of investigation.  PA starts with a framework of questions about everything.  It asks what is going on in the marketplace (and in our enterprise) that might be useful to know.  The questions cover technology, customers, competitors, suppliers, economic and regulatory trends and on and on.  It drives you to look at the strengths and weaknesses of not only your organization, but the good and bad points of the products and services offered in your marketplace.  Here is an example.

Cirque du soleil is an entirely new concept of a circus.  Applying predictive analytic thinking, it became wildly successful because it took out the expensive non value adding elements of the traditional circus (animals, tents and moving equipment, etc) and reconceptualized a circus as theatre. 

So, how can you reconceptualize your service or your company to give you a quantum leap such as seen with Swatch, McDonalds, Avon, Federal Express, Virgin and Southwest Airlines?  You might start by reading the two chapters on scanning and planning in The New HR Analytics.

Jac

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