#allan 2.0 isn’t done

[basicallyedd]

my allans

[somethingusefulfromflorida]

13 Keys to the White House: 2024

Historian Allan Lichtman has produced an astonishingly accurate system for predicting presidential elections; although first implemented in 1984, going backwards it correctly accounts for every election since 1860, with the only hiccup coming from the hotly contested 2000 election. He predicted Gore would win, and he wasn’t entirely wrong, there was just some brotherly nepotism and Supreme Court fuckery. Anyway, his system posits 13 yes or no scenarios about the state of the union; if at least 8 are true then the incumbent party wins another term, less than 8 and the challenging party wins. Simple.

It’s pretty early in Biden’s term to tell for sure, but we can make some soft predictions that we can refine over the next few years before solidifying in 2023 or 2024.

Midterm gains: after the midterms, the incumbent party holds more seats in the House than they did in the previous midterms. Almost certainly false. 2022 will see new districts drawn by the predominantly Republican statehouses, giving them an immediate advantage. Democrats have a razor thin majority as is, it’s never been this close to tied before, I can’t see them holding on when you take into account new census data and partisan gerrymandering.

No primary contest: is there no serious contest for the incumbent party nomination. Almost certainly true. Like him or hate him, Democrats are stuck with Biden. There hasn’t been a serious primary challenge in either major party since Reagan tried to take on Ford in 1976.

Incumbent seeking re-election: the incumbent candidate is the president. Again almost certainly true. There was an unspoken agreement that Biden would only run for one term, considering the fact that he’ll be 82 at the end of it, but o think he thinks he’s in for the long run now. If he does in office, Harris will become president and run for re-election herself, so the only way this would flip false would be if Biden just decides not to run again. In that case, the #2 might also flip false because I could see a weak senator like Joe Manchin running against Harris to get out of his own impending failure in West Virginia.

No third-party: no significant third party challenger. Too soon to tell, though I’m leaning towards true. The last nationally successful third party candidate was Ross Perot in 1992 and 1996. He didn’t win any states, but he split some states nearly in thirds; Clinton and Bush and Dole all won states with less than 50% of he vote because Perot split the ticket. In 2000 Ralph Nader lost New Hampshire for Al Gore, giving it and the presidency to George W. Bush, and the same thing happened with Jill Stein in 2016 in the Midwest. Spoilers don’t need to be major on the National scale to have significant effects in specific states. Lichtman only flips this one false when a third party candidate wins 10% of the vote, so I’m going with true.

Short-term economy: the economy is not in recession. Probably true, but still too early to tell. We are either in the middle or nearing the end of a covid recession, I can’t see it lasting three more years without recovering at least a little, especially with the $2 trillion stimulus package they just passed. The economy is random, but if you look at a plot of unemployment since the Great Depression you will see that it consistently trends up under Republicans and trends down under Democrats. Trump was the only president is recent history to actually destroy more jobs than he created, so Biden could. It have inherited an easier path to victory. He shouldn’t be able to fuck up when the bar is so low, but I’m not holding out hope.

Long-term economy: real pet capita growth equals or exceeds mean growth during the previous two terms. Probably true, too soon to be sure. We’re so deep in the hole after Trump that any even remotely upwards tick will count as growth. I can’t see us dipping deeper than 2020 anytime soon, but then again that’s what they said in 2008, so who even knows?

Major policy change: the incumbent administration effects major change in national policy. False, I can call it now with utmost confidence. With Manchin and Sinema protecting the filibuster, Biden will get absolutely nothing substantive done in his first two years. He’ll end up losing one or both houses in the midterms, accomplishing even less in his next two! If he loses the Senate, it’s all over. It’ll be 2016 2.0, no more appointments, no more nominees, complete and utter obstruction until the Republicans take back he presidency and fill all the vacancies themselves.

No social unrest: no sustained social unrest during the term. Too soon to tell, but maybe true. 2020 was an anomaly, a once in a generation thing like 1968, so many crises all compounded together; the pandemic, the George Floyd protests, the wild fires, the hurricanes, utter chaos. I don’t see 2024 being as bad, but don’t quote me on that.

No scandal: incumbent administration is not tainted by scandal. Who knows?!? Biden seems pretty white bread/plain vanilla/mayonnaise, but Republicans insist he’s the most corrupt politician since their own guys (Trump and Nixon; lowering the bar for all their successors). They milked Benghazi for years and found nothing, but still tanked Clinton’s integrity going forward, I’m sure they’ll try to milk whatever BS They can find on Hunter Biden, especially if they retake the House or Senate. Whether any accusations will stick is up in the air, but I could see Republicans impeaching Biden just because they can.

No foreign/military failure: incumbent administration suffers no major failure in foreign/military affairs. Who knows? Biden’s foreign policy isn’t significantly different than Trump’s, so there’s no telling what could go wrong. The Saudis will keep cutting people’s heads off, North Korea will never disarm itself, Iran will probably arm itself, Afghanistan will drag on forever, and I can smell war brewing in the Caucasus, Venezuela, and Bolivia. The future is as clear as milk.

Foreign policy/military success: incumbent administration achieves major success in foreign/military affairs. Probably not, but too soon to tell. Succeeding is very different from not failing, so 10 and 11 aren’t necessarily linked. You can not fail AND not succeed, they’re not mutually exclusive. I don’t see anything good happening overseas for a very long time. If we pull out of Afghanistan, the power vacuum will pave the way for ISIS 2.0, so our hands are tied there. Our best bet would be to renegotiate a nuclear deal with Iran, but then we’ll just be back to status quo anteTrumpum, zero sum gain.

Charismatic incumbent: the incumbent party nominee is charismatic or a national hero. False, false, a million times false. Biden isn’t even beloved by his entire party, let alone the country; Republicans hate him even more than they ought to just because he wears a blue tie instead of a red one (his policies are so middle-of-the-road inoffensive to them that they shouldn’t have a problem with him, but Trump told them to, so they do). If Biden dies or refuses to run, Harris is even more divisive because she’s a woman and a disingenuous liar (she pretends to be super progressive, but she’s a cop, a Clintonesque moderate through and through). Obama in 2008 was a breath of fresh air which got very stale by 2012; 2008 was lightning in a bottle, and neither Biden nor Harris could ever dream of catching it again. They’re nowhere near as nationally beloved as the Roosevelts or Kennedy or Reagan.

Uncharismatic challenger: the challenging party candidate is not charismatic or a national hero. True, true, a million times true. It will almost certainly be Trump again in 2024, and he is even more despised than Biden. Sure, he’s beloved by his own party, but they make up less than half of he country. He never had majority approval and lost the popular vote twice, he’s a loser! If by some miracle he chooses not to run, the Republicans will be running around like chickens with their heads cut off trying to appoint a successor. They’ll want one of his kids to run, maybe even his daughter in law who is looking to run for senate in 2022, but they’re tainted by affiliation to the Gonad Lump himself; they’re all the same. Ted Cruz sucks ass, Ron DeSantis might actually have an intellectual disability so I feel bad making fun of that piece of shit bastard, I pray that Rick Scott and Josh Hawley and Matt Gaetz suffer debilitating brain aneurysms on live TV, Nikki Haley is a nobody, and Lauren Boebert and Majorie Taylor Green are too regional to have national appeal (though Green will probably run against Raphael Warnock in 2022, so she will almost certainly be a senator by 2024). There are no nationally beloved politicians on either side of the aisle, so I would expect Republicans to cheat like they tried in 2020 to stop black people in swing states from voting.

So, the tally stands thus:

3 are certainly true

4 are probably true, leaning uncertain

2 are uncertain

1 is probably false, leaning uncertain

3 are certainly false

Democrats need 8 true to win, Republicans need 6 false to win. Right now, Biden had a slight edge because it is historically difficult to defeat an incumbent, Trump just sucked. I don’t see a rematch being significantly different, I suspect Biden would still win the popular vote, but Trump could eke by with the electoral college like he did in 2016, especially now that Republicans are taking over the judiciary in Pennsylvania (they’re changing the rules so that judges are elected in gerrymandered districts instead of statewide races). You saw how hard Republicans fought in 2020, they’re not going to change tactics in 2024, they’re gonna double down and try even harder next time. Fewer polling places, fewer drop boxes, shorter early voting, shorter hours, more stringent ID laws. Their MO is systemic voter suppression because their rhetoric has become too toxic to win on a national level. The majority of Americans vote against them in almost every election, general and midterm, but they continue to rule in the minority.

Something has got to give, this can’t go on forever, eventually the situation is going to boil over, be it in a civil war or a constitutional convention to overhaul the entire country; neither are probable, and either outcome would almost certainly hurt people of color in predominantly conservative states.

Biden thought he would be an arbiter president, he thought he would be able to unite the country, heal the divide, being both sides together under mutual compromise, but he failed to understand that Republicans hate him on principal. Doesn’t matter how much he tries to appease them, they still hate him because they have to hate him, even if they agree with him. It would be political suicide for any of them to side with Biden on anything, Trump has already vowed to support primary challengers, his presidency was the final nail in the coffin of bipartisanship. Bipartisanship is dead, it hasn’t been alive in decades, and the only people who call for it are the minority party.

Trump is hard liquor, unappealing to anyone but his alcoholic voters; Biden is diet ginger ale, inoffensive and boring, nobody really wanted him, he only ran to try and settle everyone’s stomachs, and he hasn’t been very successful yet. He honestly believed he would be a neutral alternative for the alcoholics; that level of optimism would be adorable if it weren’t so pathetic. It’s gonna take a lot more than 12 steps to break the country’s addiction.

[lightningwolf66]

Why Companies Need Business Intelligence

New Post has been published on http://app2chart.com/why-companies-need-business-intelligence/

Why Companies Need Business Intelligence

By Jose Allan Tan

“We need information but all we have is data!”

This is the message managers often complain about. If there is anything that IT has ever done right it is the ability to collect nearly every single bit of data imaginable — from data that is written or keyed-in to a computing device, to images like signatures and X-rays. We even record voice and video these days.

One manager told me over coffee: “I’ve got data coming out of my ears. I don’t know how to make sense of it!”

Part-time solutions have been around for many years. I say “part-time” because the solutions solve only “part of the problem, part of the time.” Product marketers have labeled these as business intelligence (BI) tools.

Wikipedia defines business intelligence as applications and technologies which are used to gather, provide access to, and analyze data and information about their company operations.

The goal of BI tools is to allow anyone using the information provided to make better business decisions. But there are a few problems with traditional BI tools.

BI is mostly associated with report delivery. Usually there are few people within an organization who actually know how to use BI tools. These users hold on to this ‘control’ because they probably get a kick out of the power they have over others.

More importantly, such specialty creates job security. But the net effect has been dissatisfaction with what was purchased, and concern over making further investments in the future.

BI tools’ failure rests in the business unit’s failure to communicate their needs and IT’s failure to ask the right questions. The result is solutions that fail to deliver expectations.

“Previous perceptions of BI didn’t factor the value provided in managing and making sense of the information assets contained within every enterprise,” says V.R. Srivatsan, vice president of Asia South for Business Objects.

“However, this is changing as both technology and the business will with which to use it are maturing resulting in BI becoming a key business process driver within today’s enterprise,” Srivatsan adds.

BI wish list

Suganthi Shivkumar, managing director for ASEAN & India at Hyperion Solutions, notes that business managers want tools that give them increased insight into the dynamic nature of the global marketplace and allow them to identify areas of profitability.

They expect IT to unlock information that is potentially trapped between silos of applications scattered throughout the enterprise.

“Today’s regulatory institutions and business climate are very unforgiving towards any kind of expectation variances or financial discrepancies that may be construed as malfeasance or misconduct. This forces companies to put a lot of rigor in their planning and reporting processes. To produce reports with confidence is critical in the choice of BI tools,” Shivkumar says.

Having a single version of the truth is also just as important. Finally organizations want to have clear visibility of their operations including accurate demand-revenue-expenses forecasts to better deploy resources and capitalize on opportunities.

Business intelligence has emerged as a strategic initiative and investment priority for companies. But because departmental objectives vary, it would be easy to lose sight of the core objectives of the company and to deploy BI tools (sometimes from different vendors) to satisfy those needs.

The net result of such a strategy is a proliferation of disparate systems that not only do not effectively inter-operate with each other but complicate the matters.

The good news is that despite all the not-so-glorious past of BI tools, CEOs still believe that BI tools play an important role in today’s competitive environment.

Global competitive pressures, and mergers and acquisitions are putting constant pressures on restructuring and finding additional sources of profitability. CEOs want insight to help them steer the business through these turbulent times.

For decades companies have been spending millions on enterprise resource planning (ERP), customer resource management (CRM) and data warehousing (DW) tools. With so much information locked in repositories, CEOs are putting pressure on IT to unlock information trapped in those systems.

After Enron, it’s no longer enough to produce reports on time. Accuracy and consistency of reporting have become paramount and discrepancies can mean jail time for even the rich and powerful.

Who is responsible?

Changing the way things get done

Business intelligence has emerged as a top strategic initiative and investment priority for CEOs, but not surprisingly department objectives vary. Having learned from the past, IT is working to standardize on the type of tools it will deploy across the organization.

Users from across the business, not just managers, want quality information on demand, and are no longer willing to wait for IT to serve it. They also want the flexibility and ease of use in engaging tools that they are familiar with (the nearly ubiquitous use of Microsoft Office). And they want their information delivered consistently.

Business users need tools and solutions which not only can deliver information, but can manage information and produce information by integrating with their current systems. Finally they need to be able to tie operational information to financial information.

Minimizing the risk of failure

Business author and management expert Peter Drucker said there is nothing worse than doing the wrong thing well. Why does this happen? Because people don’t understand the company plan or have visibility into how the business is performing.

It happens because people are not accountable for their part of the strategy, or can?t rely on their information to make good decisions.

One of the greatest failings of BI has been in how it gets deployed. Intelligence demand often starts out at a specific department where the scope is tactical and thus deployment is departmental in scope.

The result is a proliferation of tools serving the unique needs of specific departments. Unfortunately, the lack of consistent visibility across the enterprise means that these tools will have limited impact and may not even be aligned with the corporate objectives.

Have you read through a BI tool manual lately? You will notice that it isn’t designed to be used by a layman? Many of today’s BI tools are used by so-called power users who act as gatekeepers of the information. The result is BI tools do not get widespread adoption.

“BI tools must not be limited to those within an organization based on technical skills or of a certain department. To maximize the adoption of the BI tools within the organization, all employees should be given access to the information they need to make business decisions,” advises Shivkumar.

BI is no longer just about the report, but what’s IN the report. Just as business dynamics are constantly changing, BI tools must evolve from a report-centric to information-centric approach that delivers “actionable” insight.

Therefore, it needs to be universally recognized within the organization that BI supports improving performance. BI is a tool that is able to deal with the past, present and future and is the power to provide insight that leads to true competitive differentiation.

The only way to maximize the value of BI is to focus on the total picture — information management, production and delivery that ensures consistent information, and the ability for users to analyze and re-purpose data.

Only then can a standard be identified and adopted across the entire enterprise.

Peep at the future

The current software trend is that of Software as a Service (SaaS) and BI tools are not immune to this trend. In addition, search and web collaboration are functionalities embedded in what vendors are calling the Business Intelligence 2.0 revolution.

Srivatsan cites the example of an emergency room doctor who could use search within BI to scour a broad set of data sources to find out how many instances of food poisoning have been reported in the past 24 hours, where people are affected, and determine common causes.

This real-time access to trustworthy data could help medical professionals spot and prevent widespread outbreak of food-related illnesses.

Companies can also look forward to more collaborative BI such as instant messenger BI where a sales team could have an IM discussion over a dashboard that shows sales performance below objectives, thereby speeding the process for establishing the next steps for addressing the situation.

Imagine being able to call upon BI tools to provide analysis of data as it comes in. This is, after all, what business managers want — the ability to analyze and perform “what if” scenarios with data as it comes in from the field. No waiting for periods to close. What you have is the ability to make decisions at the right time, right place and in the right context.

Final advice

Gartner’s vice president for research, Andreas Bitterer believes that business intelligence needs to be a continuous process for it to be of value. So stop thinking of it as a project.

Srivatsan: “Few organizations have a comprehensive enterprise BI strategy or clearly defined BI standards. Companies with a patchwork of disparate BI technologies are facing the consequences, including, rising deployment, maintenance and training costs, inconsistent information, and frustrated employees who cannot get timely answers to business questions.

By reducing the number of BI tools, companies can save money, have confidence in and control over business data, and give employees the information they need to do their jobs well, he adds.

app marketing

[zuranimukherjeenudexn]

Why Companies Need Business Intelligence

New Post has been published on http://app2chart.com/why-companies-need-business-intelligence/

Why Companies Need Business Intelligence

By Jose Allan Tan

“We need information but all we have is data!”

This is the message managers often complain about. If there is anything that IT has ever done right it is the ability to collect nearly every single bit of data imaginable — from data that is written or keyed-in to a computing device, to images like signatures and X-rays. We even record voice and video these days.

One manager told me over coffee: “I’ve got data coming out of my ears. I don’t know how to make sense of it!”

Part-time solutions have been around for many years. I say “part-time” because the solutions solve only “part of the problem, part of the time.” Product marketers have labeled these as business intelligence (BI) tools.

Wikipedia defines business intelligence as applications and technologies which are used to gather, provide access to, and analyze data and information about their company operations.

The goal of BI tools is to allow anyone using the information provided to make better business decisions. But there are a few problems with traditional BI tools.

BI is mostly associated with report delivery. Usually there are few people within an organization who actually know how to use BI tools. These users hold on to this ‘control’ because they probably get a kick out of the power they have over others.

More importantly, such specialty creates job security. But the net effect has been dissatisfaction with what was purchased, and concern over making further investments in the future.

BI tools’ failure rests in the business unit’s failure to communicate their needs and IT’s failure to ask the right questions. The result is solutions that fail to deliver expectations.

“Previous perceptions of BI didn’t factor the value provided in managing and making sense of the information assets contained within every enterprise,” says V.R. Srivatsan, vice president of Asia South for Business Objects.

“However, this is changing as both technology and the business will with which to use it are maturing resulting in BI becoming a key business process driver within today’s enterprise,” Srivatsan adds.

BI wish list

Suganthi Shivkumar, managing director for ASEAN & India at Hyperion Solutions, notes that business managers want tools that give them increased insight into the dynamic nature of the global marketplace and allow them to identify areas of profitability.

They expect IT to unlock information that is potentially trapped between silos of applications scattered throughout the enterprise.

“Today’s regulatory institutions and business climate are very unforgiving towards any kind of expectation variances or financial discrepancies that may be construed as malfeasance or misconduct. This forces companies to put a lot of rigor in their planning and reporting processes. To produce reports with confidence is critical in the choice of BI tools,” Shivkumar says.

Having a single version of the truth is also just as important. Finally organizations want to have clear visibility of their operations including accurate demand-revenue-expenses forecasts to better deploy resources and capitalize on opportunities.

Business intelligence has emerged as a strategic initiative and investment priority for companies. But because departmental objectives vary, it would be easy to lose sight of the core objectives of the company and to deploy BI tools (sometimes from different vendors) to satisfy those needs.

The net result of such a strategy is a proliferation of disparate systems that not only do not effectively inter-operate with each other but complicate the matters.

The good news is that despite all the not-so-glorious past of BI tools, CEOs still believe that BI tools play an important role in today’s competitive environment.

Global competitive pressures, and mergers and acquisitions are putting constant pressures on restructuring and finding additional sources of profitability. CEOs want insight to help them steer the business through these turbulent times.

For decades companies have been spending millions on enterprise resource planning (ERP), customer resource management (CRM) and data warehousing (DW) tools. With so much information locked in repositories, CEOs are putting pressure on IT to unlock information trapped in those systems.

After Enron, it’s no longer enough to produce reports on time. Accuracy and consistency of reporting have become paramount and discrepancies can mean jail time for even the rich and powerful.

Who is responsible?

Changing the way things get done

Business intelligence has emerged as a top strategic initiative and investment priority for CEOs, but not surprisingly department objectives vary. Having learned from the past, IT is working to standardize on the type of tools it will deploy across the organization.

Users from across the business, not just managers, want quality information on demand, and are no longer willing to wait for IT to serve it. They also want the flexibility and ease of use in engaging tools that they are familiar with (the nearly ubiquitous use of Microsoft Office). And they want their information delivered consistently.

Business users need tools and solutions which not only can deliver information, but can manage information and produce information by integrating with their current systems. Finally they need to be able to tie operational information to financial information.

Minimizing the risk of failure

Business author and management expert Peter Drucker said there is nothing worse than doing the wrong thing well. Why does this happen? Because people don’t understand the company plan or have visibility into how the business is performing.

It happens because people are not accountable for their part of the strategy, or can?t rely on their information to make good decisions.

One of the greatest failings of BI has been in how it gets deployed. Intelligence demand often starts out at a specific department where the scope is tactical and thus deployment is departmental in scope.

The result is a proliferation of tools serving the unique needs of specific departments. Unfortunately, the lack of consistent visibility across the enterprise means that these tools will have limited impact and may not even be aligned with the corporate objectives.

Have you read through a BI tool manual lately? You will notice that it isn’t designed to be used by a layman? Many of today’s BI tools are used by so-called power users who act as gatekeepers of the information. The result is BI tools do not get widespread adoption.

“BI tools must not be limited to those within an organization based on technical skills or of a certain department. To maximize the adoption of the BI tools within the organization, all employees should be given access to the information they need to make business decisions,” advises Shivkumar.

BI is no longer just about the report, but what’s IN the report. Just as business dynamics are constantly changing, BI tools must evolve from a report-centric to information-centric approach that delivers “actionable” insight.

Therefore, it needs to be universally recognized within the organization that BI supports improving performance. BI is a tool that is able to deal with the past, present and future and is the power to provide insight that leads to true competitive differentiation.

The only way to maximize the value of BI is to focus on the total picture — information management, production and delivery that ensures consistent information, and the ability for users to analyze and re-purpose data.

Only then can a standard be identified and adopted across the entire enterprise.

Peep at the future

The current software trend is that of Software as a Service (SaaS) and BI tools are not immune to this trend. In addition, search and web collaboration are functionalities embedded in what vendors are calling the Business Intelligence 2.0 revolution.

Srivatsan cites the example of an emergency room doctor who could use search within BI to scour a broad set of data sources to find out how many instances of food poisoning have been reported in the past 24 hours, where people are affected, and determine common causes.

This real-time access to trustworthy data could help medical professionals spot and prevent widespread outbreak of food-related illnesses.

Companies can also look forward to more collaborative BI such as instant messenger BI where a sales team could have an IM discussion over a dashboard that shows sales performance below objectives, thereby speeding the process for establishing the next steps for addressing the situation.

Imagine being able to call upon BI tools to provide analysis of data as it comes in. This is, after all, what business managers want — the ability to analyze and perform “what if” scenarios with data as it comes in from the field. No waiting for periods to close. What you have is the ability to make decisions at the right time, right place and in the right context.

Final advice

Gartner’s vice president for research, Andreas Bitterer believes that business intelligence needs to be a continuous process for it to be of value. So stop thinking of it as a project.

Srivatsan: “Few organizations have a comprehensive enterprise BI strategy or clearly defined BI standards. Companies with a patchwork of disparate BI technologies are facing the consequences, including, rising deployment, maintenance and training costs, inconsistent information, and frustrated employees who cannot get timely answers to business questions.

By reducing the number of BI tools, companies can save money, have confidence in and control over business data, and give employees the information they need to do their jobs well, he adds.