Without big data, you are blind and deaf and in the middle of a freeway.

The only way an established enterprise can dramatically increase its stock price is by adding a net new high-growth earnings engine to its existing portfolio.

Systems are corporate funded mechanisms for increasing efficiency; programs are user funded mechanisms for increasing effectiveness. Programs should generally be charged back to users, systems should never be. Allocating corporate overhead to the operating units is simply a mistake.

As a buying group, visionaries are easy to sell but very hard to please. This is because they are buying a dream - which, to some degree, will alwasy be a dream.

The first mistake is believing that transformational initiatives can be accomplished through normal channels and means. This cannot be done because there are too many conflicting interests that are competing to impede. The second is mistaking incubation for transformation and concluding that failure to achieve escape velocity is due to lack of innovation. It never is. It is always do to lack of leadership focus and, especially, fortitude.

The single greatest business opportunity that is now emerging in the global marketplace is the ability to analyze digital log data to trace digital actions and from those traces to develop algorithms that can predict future outcomes with greater accuracy.

When you are incubating new ideas, "Don't put all your eggs in one basket" is very good advice. But when you are seeking to transform your enterprise's portfolio by scaling a fledgling business to material size - say ten percent of total enterprise revenue - then it is imperative that you make that the singular focus of everyone in the enterprise for the two to three year period it is likely to require to reach its tipping point. Expecting to do two such scaling efforts in parallel is simply folly, yet that is what the "eggs/basket" idea is often used to justify.