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DSV-3 Has Landed!
Posted 07 March 2013 - 08:31 PM
The mount itself is impressive. I'll get some pictures up this weekend, but it is a well-thought-out work of industrial art. Simple, logical, feature rich and sturdy, but not particularly heavy. The DS tripod is a conventional Chinese aluminum surveyor tripods modified to prevent the legs from spreading too wide. Not bad, and certainly serviceable, but definitely not up to the high quality of the mount head. This thing screams for a Berlebach Planet. It's that nice.
At some point in the not too distant future I'll load test it with a Mewlon 210 (which for the record is a very long 27" long) and TEC 140 mounted simultaneously (collectively a ~45# load) . We'll see if it's up to it. More often mine will carry a C8 and an AT111EDT for use in the bush, so a lighter load.
I opted for the optional encoders. Using Li 9V batteries, I figured that this would be a great, reliable, low maintenance system for backcountry camping and free me from the big batteries and solar panels that I normally pack for dark sky campouts. I'm hopeful that the clutches and slo-mo will be decent replacements for motor drives.
I also have a DSV-1 on the way, for terrestrial spotting use and quick looks.
Posted 07 March 2013 - 09:11 PM
Posted 07 March 2013 - 09:21 PM
Clear Skies,
Posted 07 March 2013 - 10:18 PM
Posted 08 March 2013 - 07:55 AM
Posted 08 March 2013 - 04:09 PM
Posted 08 March 2013 - 08:17 PM
Posted 09 March 2013 - 04:14 PM
Posted 09 March 2013 - 07:13 PM
Posted 09 March 2013 - 07:17 PM
Posted 09 March 2013 - 08:31 PM
Posted 10 March 2013 - 10:29 AM
Posted 10 March 2013 - 12:54 PM
Posted 10 March 2013 - 03:14 PM
Last night was first light for the DSV-3, where it carried an SV80S (LOMO triplet) and a C5, and...
It worked really, really well. The push-to is accurate enough to put targets in a 1-degree field over an extended period with merely a 2-star alignment and no syncing during the session.
Downsides? I few minor quibbles. First, a clever way of aligning one arm relative to the other would be awesome in order to make sure both scopes are aimed at roughly the same point. As it stands, you'd need one of the two scopes to be held with tube rings that allow for adjustment in order to align both OTAs relative to one another. The surveyor tripod is functional but kind of light and I suspect that it represents the weak link for damping with a bigger load than I had last night. Besides, the workmanship of the mount is nice enough to warrant a Berelbach Planet. A slightly longer pan handle would be nice, too, as would the option of longer slow-mo knob shafts.
I only wish that there were a DSV-4 and DSV-5. I'd love to see a scaled up version capable of handling a C14 OTA, adapted to work on an Astro-Physics 10" diameter portable pier. Eventually I will work my way up to larger loads with the DSV-3, but I would be surprised if I were satisfied with the mount's stability with a C11 and TEC 140 up top. I may try a Mewlon 210 (22#) and TEC 140 (22# with rings) up top just to see how it goes.
I'd like to mess around with a single OTA and the counterweight system tonight if I have time.
So far, it's a splendid, easy to use mount.
- Jim
Posted 10 March 2013 - 04:16 PM
I doubt the surveyors tripod will satisfactorily hold a C11 and TEC 140, but I think a Berlebach Planet might. I've seen photos of a TEC 140 on a Planet pointing straight up with an Ethos 13mm with no clutch engagement. I'm thinking of a Berlebach UNI for my set up. I like the aesthetics of dark wood with this mount and my scope.
Posted 10 March 2013 - 05:30 PM
... a clever way of aligning one arm relative to the other would be awesome
Hi Jim:
On the Desert Sky website, it says:
"The dovetail clamps in the DSV-3 can be collimated so the 2 scopes point at the same object."
Posted 11 March 2013 - 05:24 AM
...on second though, it's obviously too clever.
Posted 11 March 2013 - 02:54 PM
When I say clever, I mean no tools needed and doable in a moment in the field at night.
- delgado39 likes this
Posted 11 March 2013 - 03:08 PM
one last thing, with the equipment you listed, money doesn't seem to be an issue (wish i could say the same), but for the average Joe, with limited finances, do you think 1000 is justified for this mount? I'm just curious to read your thoughts as i have read the entire OP but first impressions, (unboxing) inevitably prompt generous reviews, it;s only when using it a while do you start to love or dislike aspects that you didn't have a real chance to experience yet...
Posted 11 March 2013 - 04:07 PM
- Jim
Posted 11 March 2013 - 04:16 PM
...For the asking price, compared to other custom made alt-az mounts, it's an absolute steal.
- Jim
Its going to be a long 6 weeks to wait
Posted 11 March 2013 - 06:11 PM
Posted 13 March 2013 - 11:44 AM
I was so excited when I set it up Saturday that I forgot to take any pictures. I only realized this after it was dark.
This weekend I'll get some nice ones. Possibly the DVS-1 will be here, too, and if so, I'll do a "family shot". I plan on taking the DSV-1 with the AT60EDT and a C90 down to the local marsh where I walk my dogs and making the birders jealous. "My spotters may not be as nice as yours, Mr. Leica, but my *mount* crushes yours to dust."
- Jim
- delgado39 likes this
Posted 13 March 2013 - 04:26 PM
Posted 13 March 2013 - 06:01 PM
the AT60EDT
A few months back, after you got it, you did not seem too enthusiastic about that one. Now that some time has passed, any other thoughts about it?


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Last week Pentaho announced Pentaho 4.8, another milestone in delivering the future of analytics. It has been an exciting ride. Our partners' and our customers' feedback have kept us ecstatic and ready to excel further into the future.
Pentaho 4.8 is a true testament on what the future of analytics needs. The future of analytics is driven by the data problems that businesses face every day – and is dependent on the information users and their expectations for solving those problems.
Let me give you a good example. I recently had the pleasure to meet with one of our customers – BeachMint. BeachMint is a fashion and style ecommerce company who uses celebrities / celebrity stylists to promote its retail business.
This rapidly growing online retailer needed to keep tabs on its large twitter and facebook communities to track customer sentiment and social influence. It then uses the social data to define customer cohorts and design marketing campaigns that best target each cohort.
For BeachMint insight to data is extremely important. But on one hand, the volumes and variety of data – in this case unstructured social data and click-through ad feeds - has increased its complexity. And on the other hand, the speed in which it gets created has accelerated rapidly. For example, in addition to analyzing the impact of customer sentiments on their purchasing behavior, BeachMint also needed to gain up-to-the-minute information on the activity of key promotional codes - to immediately identify those that leak out.
Pentaho understands these data challenges and user expectations. In this release Pentaho takes full advantage of its tightly coupled Data Integration and Business Analytics platform - to simplify data exploration, discovery and visualization for all users and all data types – and to deliver this information to users immediately - sometimes even at a micro-second level. In this release Pentaho delivers:
- Pentaho Mobile - the only Mobile BI application with the power to instantly create new analysis on the go.
- Pentaho Instaview - the industry's first instant and interactive big data visualization application.
Want to find out more? Register for Pentaho 4.8 webinar and see for yourself.
- Farnaz Erfan, Product Marketing, Pentaho

subset: commoncrawl


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Winston-Salem, NC -- Police need your help locating two men who robbed the 14th Street Discount store Saturday night.
A store clerk told police two men with guns entered the business on E. 14th St. after 10 p.m. and demanded money.
Police say the suspects took money from the store and headed east.
One of the men wore all black with a white head wrap. The other wore a black cap with a blue brim and "Devils" on the front, with a blue bandana over his face.
No one was injured in the incident.
The department's Criminal Investigation Division is looking into this case.
Officers ask that anyone with information call the Winston-Salem Police Department at 336-773-770 or Crime Stoppers at 336-727-2800.


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While the worst of Hurricane Sandy is behind us, the Tri-State Area has a long road ahead until relative normalcy is restored. Devastation has wreaked havoc upon our shores, lives and homes have been tragically lost, and cherished times have been etched into our memories forever.
But as Americans continue to prove, tumultuous times bring us closer together. After our COO and Co-founder, Alex Douzet, published his blog post last week, we have received an overwhelming response of concern and well wishes from our members, clients and friends. The comments below, and many like them, have brought us hope and gratitude. We are very thankful for each and every one of your thoughts and prayers.
I'm happy to report that power has been restored to TheLadders' headquarters in lower Manhattan, and our staff is excited and relieved to be back onsite as of this morning. What's more, I'm so proud to be a part of a team that, despite their personal experiences with Hurricane Sandy, came together to help each other and service our customers to the best of our ability. While our office at 137 Varick Street remained closed due to loss of power all last week, our IT team worked relentlessly to provide remote access to the entire company, and those who could work, did work – a lot. Customer service remained available to help our customers on both email and live chat and all other departments proceeded as usual, in very unusual circumstances.
Kudos to the entire team for their effort, endurance and determination during, and in the wake of, Hurricane Sandy.
Outstanding Mr. Douzet!! It is people like yourself (and team) that make quality businesses what they are....successful. May God, the father, keep a close watch out over you, your family and your work family at "TheLadders" until this monumental tragedy has subsided, in Jesus name, Amen.
- Todd P.
Dear Alex, My thoughts are with you and your members. Please let me know if I can assist in anyway, really and sincerely.
- S. Rezani
Prayers and thoughts are with all of your team impacted by this unbelievable storm. It is a time for family and taking care of each other. Job searches are small compared to the challenges you all are facing. God Bless and may everyone be safe and comforted soon. I would love to land a new job, but respectfully, I want the lives of your staff to get back on track, as well. Many prayers and thoughts of hope.
- Tony E.
I really appreciate the update. God bless TheLadders HQ team in the lower Manhattan area. Our prayers are with you and your families.
- Rich
To Alex, the Staff at TheLadders and our extended family affected by this week's weather, Our hearts and hopes go out to you! We empathize with the challenges, inconveniences and the sad losses that you are enduring from Hurricane Sandy's devastation. It is our hope that you are all safe and your challenges are easily overcome.
- George
Thank you so much for getting in touch with all of us under these conditions and continuing to provide support and help to us. It should be us who live on the West Coast to provide support to you. My positive thoughts and blessings to you and your employees and company and all those affected by this storm. I know that you can ride this challenge.
- Jolin C.
I just hope all are safe after such a terrible storm. I live in CA, but grew up in NJ. My heart is broken to see my Jersey Shore so terribly hit hard. I feel for all you!!
- Michele S.
Patty Youngclaus is the associate manager of public relations at TheLadders. Outside of work, Patty enjoys going to the beach, playing softball and being around family and friends. Once football season begins, her weekends (and sometimes Thursdays, Mondays and Saturdays) are reserved for the New York Giants.


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ibm.com Community
IOD 11: One thing to watch, two things to read, three things to pack
Delaney Turner 270003RQ8K email@example.com | | Tags:  ibmsoftware baforum | 0 Comments | 855 Visits
T-minus eight hours before I'm off to the Mandalay Bay, so I'll make this one short and sweet.
One thing to watch
We've just released a great new video called 'From Information to Analytics: The IBM Story.' It outlines our history in helping you wrangle and make sense of your increasingly messy landscape of data and features most of the IBM Software Executives you'll see on-stage next week.
Two things to read
Believe it or not, I always need to remind myself of these every time I go somewhere:
I'll be spending a lot of time between sessions in our 'Share' and 'Connect' social spaces and would love to meet you if you have the time. If you're heading down, safe travels to all, and I'll see you in the twitter stream (remember to use #iod11 or #ibmsoftware).
Images courtesy of Wikimedia Commons
IOD 11 Dispatch: Big data on the baseball diamond
Delaney Turner 270003RQ8K firstname.lastname@example.com | | Tags:  ibmbao iod11 | 0 Comments | 872 Visits
Moneyball author Michael Lewis and Moneyball pioneer Billy Beane closed out Information On Demand 2011 in a rollicking conversation with event host Katty Kay. Among the topics were challenging a century-old business culture with business analytics, the risks of standing still and why it's never a good idea to mess with Billy Beane's mom. Turbo's already done a great summary, so I've distilled their conversation into a few key quotes.
Michael Lewis:
On the meaning of Moneyball: 'This was riveting to me. The number crunching was less interesting than what it exposed about the markets people operate in. The people running baseball considered themselves player experts because they'd been doing things the same way for 150 years. And here was Beane recruiting people the market perceived as defective. He was building a juggernaut out of defective parts.'
On bias: 'People tend to overvalue things that are flashy and easy to see. And they tend to undervalue things that are more difficult to see. You need to understand the forces that are clouding your judgement.'
On Beane and his players: 'He had tremendous credibility with the players because he was a great athlete. Being bigger than them also helped. The players were physically intimidated. It was kind of the law of the jungle in the clubhouse – reason imposed by violence.'
On offending Beane's mother because he left in Beane's profanity: 'She said, 'My son doesn't talk like that.' After the book signing I invited her to a two-hour dinner. It was the most awkward conversation I've ever had. I laid on as much charm as I could and got nowhere. She was just as angry with me at the end as at the beginning.'
Billy Beane:
On the need for change: 'For us it was out of necessity. Where were we going to get the best return on our dollar? We weren't in a position to trust emotion to run our business. We couldn't invest in the romance of the players. We had to be disciplined card counters.'
On taking risks: 'We didn't think it was risky because the math told us we'd be successful. Over enough games we knew we'd weed out the randomness. There was certainly resistance, but there was more risk in not doing it. Going with our gut would have been the most irrational thing to do.'
On Lewis revealing the secret: 'You could see the market was going move. It was just a matter of time. There was already momentum – you could feel the rumblings. You couldn't ignore the fact that the data was everywhere. The secret now is to keep your expertise in-house.'
On outcomes: 'I believe the best teams make it to the playoffs, but the best team doesn't always win the World Series. Small events in a short series can have a bigger impact; we never try to make decisions based on short-term results.'
On being played by Brad Pitt: 'You tend to hold your breath while they're casting the film. When you hear it's Brat Pitt, you exhale.'
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IOD 11 Dispatch: 11 key takeaways
Delaney Turner 270003RQ8K email@example.com | | Tags:  ibmbao iod11 | 0 Comments | 762 Visits
IOD started with kids playing with jigsaw puzzles and ended with naked baseball players.
I dare you to say that analytics isn't fun.
And transformative. And an absolute priority should you want to survive in these uncertain times. Over the past three days we've all seen and learned so much that it's sometimes difficult to recall the key themes. So I've presented them for you here, built as we've gone along learning to turn insight into action:
1. Mind the gap: The competitive and performance gap between analytics leaders and laggards is getting wider. The time to act is now. If you're just starting, start where it hurts the most. If you're on your way, take new steps to keep your momentum. Our business value assessment or Analytics Quotient Quiz will help you find your way.
2. Big data is a big deal. There's more of it every day. How much more? Exponentially more. In all forms, from every conceivable source. Learn to master the 3 'Vs' - Volume, Variety and Velocity - and use them to your advantage, or risk being buried by them, perhaps for good.
3. Commit to change, embrace the new: Last year's assumptions and last month's targets are history; focus on what will take you forward. Commitment to change has helped IBM survive for a full 100 years. Billy Beane overturned an entrenched century-old culture to redefine value and change the way his game was played. Your presence at IOD attests to your desire to change, too.
4. Paging Dr. Watson: Hospital readmissions are punitive for the provider and counterproductive for the patient. Incomplete data drives incorrect diagnoses. Medical errors cost real human lives. With our health care partners we've put Watson to work with real-world solutions to reverse these trends and eliminate these errors. With Watson's help doctors can better understand each patient in startling new detail and treat each patient in effective new ways.
5. Don't mess with Billy Beane's mom. If you're writing a book about a baseball GM who swears a lot, be prepared for her withering glare. Her son just doesn't talk like that.
6. No industry is immune from disruption. Urbanization. Changing citizen and customer expectations. Economic uncertainty. Increased regulations. Lots and lots of data. All are interconnected; all are hitting you on every side, all the time. Your task is to quantify the impact, assess the risk and harness opportunities in new and productive ways. On a planet that is instrumented, interconnected and intelligent there is no domain that is untouched by these forces. There is no domain where analytics - and IBM - cannot help. At IOD you've seen how we're doing precisely this.
7. Jeff Jonas is evil. Just look at the guy. Look at the way he dresses. Luckily, he's the charismatic, smart kind of evil you can't help but listen to, because you can feel yourself getting smarter the longer – and faster - he talks. Frankly, I'm glad he's on our side.
8. Got social? It's time to get serious about social media analytics. There's enough data out there and enough computational power to build predictive customer loyalty models based on blogs and tweets alone. That's along, long way from zip codes. Need the tools to get started? We have them, too.
9 .Congratulation, Ginni. Our soon-to-be President and CEO will take charge with IBM operating from a solid foundation and 'at the top of its game.' She's successful, she's thoughtful. She gets things done.
10. It's business, and it's personal. This is the age of the empowered consumer. They're demanding, they're patient and they're in control of your brand. If you want to win their business – and keep them coming back – you'll need to know more about them than their zip code. The data to do this is out there and so are the tools. The choice of how and when to use them is entirely up to you.
11. Kudos to the Mandalay Bay staff for keeping us fed and caffeinated. Greeting 11,000 bleary-eyed conference goers with a friendly smile before 9 AM is no easy task; yet to a person you outdo yourselves every single year.
Well, that's it from my end for this year's edition of Information On Demand 2011. As of right now, I'm taking what I believe to be a very necessary vacation. I'll return refreshed and recharged in two weeks. Safe travels, and see you next year.
Tweet this post using #iod11
Drive Better Performance Thru Greater Finance Integration with the Sales & Operations Planning Process
Tim O'Bryan 270001NMX7 firstname.lastname@example.com | | Tags:  businessanalyticstoday businessanalytics salesandoperationsplannin... provenpractices | 0 Comments | 2,522 Visits
In this blog, I'm going to highlight the critical importance of integrating the organization's financial plan and the actual finance function in general into the operations department-led sales & operations planning process. Yes, in this sales & operations planning process, or S&OP, where future supply and demand plans are compiled, aligning the S&OP with the financial plan results in greater corporate alignment, improved information transparency, and more timely and effective organizational execution. The finance function needs to lead this effort though they're already lord-and-master over what seems like too many critical business processes, including financial planning & analysis, treasury, finance transactional processes, compliance, cash management, tax management, and in most companies today, risk management. Adding this role to their agenda seems like it will only exacerbate an already overburdened finance team. My response is that a financial plan (and forecast), for which finance is responsible, isn't worth the paper it's printed on if it doesn't align with the S&OP process. Here's why:
Operations with finance involved in the S&OP process are able to develop a more robust supply plan and a single consensus demand plan than without finance involved. Yes, with finance actively engaged in the S&OP process, better performance can be attributable to finance, operations, and the executive team's improved understanding of the dependencies and business context of the S&OP process given finance's involvement in financial reconciliation to identify errors, inconsistencies and out-of- balance elements of the plan while even reducing forecast bias given finance's role as an objective participant in the S&OP process.
The key in all of this is that each plan needs to be on a common, integrated platform, with the same level of financial and operational data detail available to both. Granular alignment is critical. This way the impact of changing an assumption or parameter on either end can be seen from a financial and operational perspective. Sure, planning parameters are still unique to each, but the impact of a parameter or assumption change in one domain is directly reflected in the other. Imagine the benefits resulting from this alignment??? Indeed, the insights developed through this integrated process enable the allocation of resources and alignment of commercial and operational activities to support the real revenue and profit drivers of the business: your customers, products and services!
Other outcomes are that the quality of the sales and operation plans themselves improve. In addition, there becomes a corporate culture shift to a more long-term, strategic focus. Everybody's able to see the financial implications from their operational decisions. It puts everything in greater context for both sales and operations, which in turn helps the executive team make smarter strategic decisions because they've got greater insight into the financial and operational plans. The focus is on strategy and not on simply the veracity of the numbers. Also, improved buy-in and commitment to plans from the business results and increased cross-functional collaboration, financial modeling and planning assumptions materializes too.
Other things to consider to help jump-start this process are:
I encourage you to check out IBM Cognos TM1 which has the capability to manage massive data volumes at SKU-level detail with embedded controls, simplified modeling capabilities, and ease
Blog @ http
KPIs & Triple-A (Alignment, Agility, and Accountability): Part III
Tim O'Bryan 270001NMX7 email@example.com | | Tags:  provenpractices kpis timobryan businessanalytics strategymanagement businessanalyticstoday | 0 Comments | 2,164 Visits
The power of personally-assigned key performance indicators, or KPIs, is tremendous. If done incorrectly, KPIs might be used like a drunk would use a light post, for support not illumination. You could call KPIs industry-speak for one method to measure employee, departmental, and/or organizational performance. If effectively constructed, they can drive the right workforce actions supporting strategic and operational objectives. Yes, they could be tied to achieving an operational goal, such as on-time customer shipments, best-in-class inventory turns, or an industry-leading order-to-cash (Finance) or procure-to-pay (Procurement) process. Selecting the right KPIs is very important because they will drive employee behavior.
You might want to consider cros
So, how many KPIs is the 'right' amount? Well, I've seen as many as 40 KPIs for certain individuals. Is that a best practice? No. Absolutely not. There are levels of KPIs and, in this particular case, the person in question has their primary KPIs and their secondary KPIs. The primary ones drove their behavior (and, by the way, these primary KPIs determined his compensation as should everyone's primary KPIs…just sneaking in a best practice approach for ya!) So, to answer the question of what's is the right amount of KPIs for each individual, the answer is no less than 4 but no more than 12. If really pressed it's 6 KPIs per employee. If there's too many they're probably going to spread this individual too thin while too few KPIs might mean there's some activity for which isn't accounted.
The most important element to be aware of is the law of unintended consequences. You want these KPIs to drive the right behavior. Be careful what you measure because it will dictate employee actions, especially if you tie it to compensation (which you should). Conversely though, if you don't tie these KPIs to compensation then don't call me if they're not properly focused. Invariably people do what they like doing if they're not directed otherwise. They may be comfortable with some tasks versus others so they do what they like doing most. Everything else may be left at the altar. Hello, runaway bride. A set of KPIs by which they're measured will enforce (stick) the right employee actions while, by the way, tying them to compensation (carrot) helps nudge them in the right direction too.
These personal KPIs ensure people are doing the right things and not working on non-essential tasks that don't directly contribute to the organization's or department's primary goals and objectives. If they don't you at least can have an intelligent discussion with that employee and/or department to see if the related activities are important enough to continue doing. They also provide a benchmark by which to measure each employee's progress not to mention being effective at assigning accountability while better aligning the company. To determine KPI targets most companies will look at industry benchmarks for certain KPIs where actual decisions can then be made regarding what's a reasonable target given not only current conditions but also what the organization's goals are because these KPI targets need to be aligned with those corporate goals and expectations. KPIs clearly linked to enterprise strategy promotes greater transparency from the ivory tower executive suite down to the people in the trenches. People start thinking about how they can achieve their KPI targets and who the influencers are that can help them get there. They're collaborating more. They have a sense of purpose now. They know what they're supposed to do and they're being empowered to do it. No shades of gray. The corporate culture soon changes. KPIs become the stitching in the corporate quilt. Employees start to learn how to use the KPIs as a guide to clearer thinking in problem solving and weighing multiple options. They'll start asking questions about what data elements, departments, and individuals (internal and external to the organization) influence their KPIs. This is the epitome of using data to drive better decisions. It's partly about the actual data put in front of the individuals or teams; the other part is the resulting questions it inspires and behavior it drives. This is the behavior we're trying to inspire when we talk about the power of analytics and smarter decisions.
Of course, for KPIs to be leveraged most effectively you've got the provide the information technology infrastructure behind them to support constant updates to the actual KPI metrics. This would include drill-thru capabilities so that employees, managers, and executives can quickly and easily learn why they're on- or off-target for each KPI, say on-time customer shipments, by drilling-thru for more detailed reporting and analysis. Once they've explored the reasons they're on- or -off target, they'll then need to be able to quickly run scenarios to see the operational and financial effects of each option to help them determine the best course of action based on this analysis. At this point, the forecast is updated to reflect the decision made and its expected outcome(s). This is business analytics. This platform is the holy grail of fact-based decision making for enterprises today. Yes, I know just when you were getting comfortable with Performance Management as a business practice we throw Business Analytics into the mix.
To further reinforce this concept, think of Business Analytics as a single platform of tightly-integrated solutions empowering users to run their 'personal data analysis' where each employee can easily measure and monitor – when possible, in real-time – their KPIs through a dashboard or scorecard. Once they've evaluated their KPIs in their dashboard or scorecard, they're able to drill-thru within the same screen on that metric in question to understand why this item is reported as such (Why are we off- or on-target?). Now, they've got real context around why they're on- or off-target. Perhaps, they discovered there's been a shortage of inventory in their Denver plant or poor weather in northern Europe caused a critical shipment of product to be delayed. At this time they can perform scenario and predictive analytics to evaluate different options to resolve this issue. Once an option has been determined the results can be updated in the enterprise forecast.
These actions are nothing new. It's simply that all of this would be done in a single, integrated platform to run through this decision-making process in its entirety. The real question is, how difficult is it for each employee, manager, and executive to get this type of information which we know they need to make their day-to-day decisions not to mention the more strategic decisions? Better yet, are they even getting this level of information in the first place?
For now though we're hear to discuss KPIs. KPIs drive behavior through better alignment, accountability, and transparency across the business. We'll explore further in future posts.
Between now and then, here's a quick exercise: Think about how your KPIs are created today. Are they manual or automated? Are they trusted by their owners to be accurate and timely? Do they understand what the drivers of the metrics are so they know what actions on their part will influence them? Are these KPIs tied to compensation?
Hope this was helpful. Any feedback is certainly appreciated.
Tim O'Bryan
Email: tim.
Looking back, looking ahead, reading a lot
Delaney Turner 270003RQ8K firstname.lastname@example.com | | Tags:  iod11 | 0 Comments | 937 Visits
With six weeks to go before the end of the year my thoughts have of late been going in two directions, usually at once. If I'm not looking back on the year that was (an extraordinary year for IBM, given its 100th birthday as a company) I'm looking at the year that will be, given our persistently uncertain economy and the blinding pace of change.
We'll be recapping the major themes of the year over the next few weeks, but in the meantime I'd like to highlight some recent research from IBM that should help you chart your course as you look ahead to next year as well.
Mind the gap. (The analytics gap)
The first is Analytics: The widening divide. This is the second study from MIT Sloan Management Review and the IBM Institute for Business Value to explore how organizations are using business analytics to outperform and drive better outcomes. The 2010 survey identified three types of analytical sophistication: Aspirational, Experienced and Transformed. This new survey reveals what these organizations were able to achieve competitively through their use of analytics. IOD attendees saw a sneak peek of the results (Read my earlier post here).
The study's main finding was the growing gap in the ability of organizations to gain competitive advantage through analytics. Almost 60 percent of organizations are now achieving competitive advantage with analytics. Transformed organizations that apply analytics for a competitive advantage are 3.4 times more likely to substantially outperform their industry peers. Companies that wait to advance their analytics capabilities do so at their own risk.
You can connect with author Rebecca Shockley here, learn more about the report here or download the PDF here.
IT skills for future success
Next is the 2011 IBM Tech Trends Survey, which came out earlier this week. This extensive survey asked more than 4,000 IT professionals from across our developerWorks community about the future of analytics, cloud, mobile computing and social business and returned some fascinating results.
For example:
Big data means big challenges for mid-market CMOs
The third report is the 2011 IBM Midmarket CMO Study, which points out the big-time concerns of small- and mid-sized businesses. For example:
The report also suggests that today's CMOs need to be better prepared with an empowered consumer that is impacting brands instantly on Twitter, Facebook, and other social channels. (Look no further than this week's challenge that Bank of America faced when its Google+ channel was "brandjacked"!)
There are some success stories, though. Todd's done a great job of summarizing the findings on his blog and you can download the report here.
Aesop's Rooster Fable, IBM Cognos TM1, & IBM Cognos BI for Collaboration
Tim O'Bryan 270001NMX7 firstname.lastname@example.com | | Tags:  timobryan provenpractices businessanalytics businessanalyticstoday | 0 Comments | 2,086 Visits
IBM Cognos® TM1
One summer's day, a rooster scoured the barnyard looking for food. As he scratched the straw on the ground he uncovered a jewel. The rooster suspected the jewel might be valuable because of the way it glittered in the sun.
"The object is probably worth a lot", the rooster thought to himself, "but I'd trade a bushel of these shiny things for a single kernel of corn."
The primary moral, of course, is that beauty is in the eye of the beholder. …But, there's something else to be learned from Aesop's fable. What would have happened if the rooster had seen the bigger picture beyond his simple need for a little sustenance? He certainly would have known that the jewel could fetch much more than, "a single kernel of corn." Because he lacked access to basic facilitators from which to discuss this discovery not much was to be gained from it. Imagine if he had collaborative access to his peers, including perhaps more wise and worldly roosters and hens with greater influence and relationships with other rooster groups, large villages, or other rooster- or hen-run businesses? If so, he might have been able to draw greater value out of this discovery. Workgroups could have been quickly setup to weigh options and determine how best to use this newfound resource. One might learn through this group involvement that the 'jewel' should be invested for a later date when times are not as prosperous? Maybe it could be used to purchase new equipment to update the existing company's plant & equipment or analytics technology? Maybe it could be used in smaller bits to payoff the dreaded fox community to keep them at bay from invading the sanctity of their henhouse?
Because the enabled collaboration and feedback mechanism didn't exist the Rooster was willing to settle for the hear-and-now need. Only he benefitted from this, not the other roosters and hens or the local community. Unfortunately, it only solved an isolated need and wasn't effectively exploited.
This scenario is obviously entirely made up but there's a great degree of truth in it, especially how it can impact a business enterprise. Look, 'jewels' exist in every organization. They don't always make themselves known. Basically, good ideas don't only come from the top. Or, "there isn't a monopoly on ideas coming from only the executive suite." They come from all over the business and can have high- or low-impacting repercussions: good and bad, that is. It's what happens with these ideas after they're learned that matters. A collaborative platform for wide participation in enterprise planning, budgeting and forecasting is the enabler that can take those jewels and turn them into something far more valuable that can benefit the entire organization. The key is capturing this information so that it can be acted on. Mis
We know the workforce is filled with employees' great ideas; McDonald's Big Mac Sandwich, 3M's Post-It Notes, Sony's Walkman, and Dunkin' Donuts' Munchkins are just some big-bang examples. All over the organization there's cost savings and process efficiencies (streamlining order-to-cash), growth opportunities (expanding into new markets and product lines), and a risk awareness (unforeseen commodity/raw material price changes) that front-line employees, middle management, and even back-office workers have visibility into that necessitate a feedback loop so they are captured and acted upon.
IBM Cognos TM1
and its planning, budgeting, and forecasting capabilities not to mention analytics power can promptly facilitate the ideas exchange process through managed contributions and enterprise-scale input and high-powered analytics with enabled comments facilitates best practices and the enterprise wide collaboration necessary to drive, monitor, and understand the business better.
IBM Cognos® Collaboration
Learn more by clicking here.
Something else to check out for enabled collaboration is IBM Cognos BI.
Learn more by clicking here.
These solutions have proven value for the small, medium, and large enterprises today. Check them out and learn how to become an enabled-enterprise.
Strategic Risk Management: It's The New New Thing, Right???
Tim O'Bryan 270001NMX7 firstname.lastname@example.com | | Tags:  provenpractices businessanalyticstoday businessanalytics timobryan | 0 Comments | 1,254 Visits
The global economic crisis, which began with the U.S. housing market's nose-dive in late 2007, continues to burn brightly across nations far and wide. This financial meltdown has served as a jack-hammered catalyst for corporations today to re-evaluate their risk management practices – assuming, of course, they had one in the first place. Most didn't. Apart from very large, globally diverse corporate behemoths, formal risk management practices didn't really exist outside of the top-level business strategy sessions conducted between CEOs, CFOs, and other members of the executive team.
Until recently, boards of directors were simply there to listen and learn what the strategy and execution plan was. Not much more was asked. Part of the problem was that back in the day – let's call it pre-crisis – having some celebrity status for board membership was de rigueur. That's all gone, of course, in the name of being more legally accountable in their roles where board members are actually looking after the business in ways unlike before. (There's a famous story about a Goldman Sach-delivered board presentation where Gerald Ford stopped the presenters and asked, "What's the difference between revenue and equity?" …He was our U.S. president at one time. Ouch.) Yes, now boards are more actively involved in the business including taking an interest in not only the business strategy, but also what the risk assessments are for it and how they're going to be mitigated, including the next-step plans to address them in the unlikely event they come to fruition. For all of these reasons, risk management practices arebecoming more pervasive and universally adopted by organizations, both large and small. These companies are expected to meet the demands of an uncertain and ever-changing marketplace not to mention evermore interested (read activist) shareholders, regulators, compliance hawks, and don't forgot those employees. Yes, regulatory measures like Sarbanes-Oxley, Basel II, Dodd-Franke and other forthcoming reporting requirements have pushed companies to throw much greater rigor around how they've planned and executed their responses to risk events. Companies now are adopting risk management strategies to assess, manage, and mitigate strategic, operational, and functional risks in all shales and sizes. A formalized risk management framework is no longer optional or a nice-to-have.
Still, many companies are way behind the curve. According to risk management trade organization RIMS, only 17% of organizations have implemented company-wide risk management to look at risk categories like operational, legal, financial, compliance, IT, strategic, market, and health and safety risk in total – not in siloed isolation lacking an "enterprise view". To a large degree, internal audit has been commonly given ownership of cross-organization collaboration.
If you're in the camp that hasn't implemented a risk management strategy or is only doing it in some, but not all, areas of the business, consider placing more (or some) focus around strategic risk management. Reason being is that according to the research firm, Corporate Executive Board, 70% of the risks that cause the most harm to corporations are strategic risks.
What is strategic risk, you ask? Well, it's any risk whether it exists today or may crop up in the unforeseeable future that could force the company to change, modify, or overhaul its business strategy forcing it to change the way you do business. RIMS defines it as "a business discipline that drives deliberation and action regarding uncertainties and untapped opportunities that affect an organization's strategy and strategy execution." Still too ambiguous? Well, think of it as defining what risks could be applied to your company's product lines, M&A actions, economic conditions, overall business model, or baseline assumptions that come into play when defining the business strategy. This is one reason bringing the risk team into the business strategy sessions is essential. The Risk Management team (or their leader) needs to have a seat at that table. More often than not the CFO, given his or her management of financial and operational risk, owns strategic risk. Gone are the days where the CFO is simply in charge of reporting prior year numbers – long gone. In this case, CFOs are the overseers of risk while delegating the task of 'selling' the concept to departments outside of finance.
It was reporting in a 2011 Accenture survey that 39% of the organizations surveyed said that risk managers have a seat at the company objectives-setting table; In 2009, it was only 27%. It's getting there but needs to be at 100%. Rome wasn't created in a day but headway is being made.
In summary, if you're new in adopting a formal risk management strategy, given that 70% of the risks that cause the most harm to corporations are strategic risks, take a look at starting with strategic risk management. Then, attempt to apply financial metrics to these risk events and how they align with your business plan. You want to be asking questions that look at your strategic assumptions, specifically what if they're wrong. An example is, what if you're expected EPS growth is X% over the next 5 years…Ask yourself, what's stopping the company from getting there? Also, try setting up a risk committee to review the risk events in question and explore the outcomes and the company's response(s) to these events. Don't take this on yourself. Tackle strategic risk first.
Meanwhile, check out IBM OpenPages too to see if it might be able to help get you where you're going. IBM OpenPages is part of the Business Analytics for Finance platform that includes our first-rate solutions, including IBM Cognos TM1, IBM Cognos FSR, IBM Cognos Controller, IBM Cognos BI, and IBM SPSS.
Check out my other posts, podcasts, and videos @ http
Financial Performance Management for the Empowered CFO (using IBM Cognos TM1, IBM Cognos Controller & IBM Cognos BI for Scorecarding)
Tim O'Bryan 270001NMX7 firstname.lastname@example.com | | Tags:  timobryan businessanalytics businessanalyticstoday provenpractices | 0 Comments | 1,151 Visits
The evolution of the CFO from cost extractor and compliance enforcer whose primary concern had been to 'manage the numbers' into providing strategic support and organizational leadership helping drive profitability and growth for the enterprise certainly didn't happen overnight. There's been a series of events over the years driving this change, including the advent of Sarbanes-Oxley (Think Enron/Arthur Andersen/Worldcom) to today's Dodd-Frank as well as greater internal and external demand for performance data. In addition, there's increased CEO and board interest and oversight into the 'World of the CFO' where board members require more than just a simple view of the annual operating plan; They want it all now given that they have to put their John Hancock on documents like no time before. (The threat of a little jail time for malfeasance has a way of getting people to sit up straight and pay closer attention too.)
Given the CFO's more strategic role and influence in companies today it's no surprise that the entire finance function's visibility and criticality requires more demands on it too. In an ideal world, the CFO's finance department has its eye on implementing best practices to streamline inefficiencies and error-prone efforts. Yes, implementing best practices sounds good on paper but the common response I hear from finance departments concerning why they're not being adopted right now makes me think of the Beach Boys' tune, "Wouldn't it be nice…if we only had the time." (Note: Click that link if you want the actual Beach Boys song playing in the background while you read this post.)
Still, I'm consistently hearing that the goals for CFO's and their finance departments remain the same. They are:
Does this ring true with you too?
To read the remainder of this blog please click here.
Business Analytics: Part Historian, Part Pragmatist, Part Futurist
Tim O'Bryan 270001NMX7 email@example.com | | Tags:  timobryan provenpractices businessanalyticstoday | 2 Comments | 1,522 Visits
We often hear Business Analytics being so many different things that we feel it's near impossible to get a handle on what it really is. I'm sure you were just getting used to the idea of what Performance Management is and now we throw Business Analytics into the equation. To make matters worse, there's a great deal of prognosticators, thought leaders, and industry analysts who still are married to the idea of calling the space Business Intelligence. I thought it might make sense to pass along a simple explanation of each without all of the Big 5 consulting speak that usually goes with it. So, here you are.
Business Intelligence ("The Historian")
BI is where the historian in all of us comes out. This is where you're doing rear view mirror analysis, querying, reporting, with enabled "alerts", real-time monitoring, dashboards, scorecards, and visualization focused on past performance. This is your investigative practice area asking the questions 'what happened?' and 'how are we doing?' followed by thorough analysis of the detail behind the answers to these questions, i.e why are we on- or off-track?
Performance Management ("The Pragmatist")
Performance Management builds off of "The Historian" to include the following: planning, budgeting, forecasting, and scenario modeling; customer and product profitability, i.e. profitability modeling and optimization; strategy management; governance, risk, and compliance; and, financial consolidation and external reporting. Performance Management is "the Pragmatist" who looks not only at monitoring and analyzing past performance ("The Historian") but also wants to then use this past performance to help determine what the future outcomes are expected to be (Think budget/forecast), which is based off of these past results weighed against current conditions and intuitive insight, i.e. the "knowns" and "unknowns" about today and the foreseeable future.
Also included is the practice of governance, risk, and compliance. Of course, there needs to be rigor and accountability around these processes, including stringent compliance controls to meet all regulatory requirements. In addition, risk assessments are a necessary component of performance management should not only your performance assumptions (Think Risk-Adjusted Forecasting) be wrong not to mention other business risk elements of the business including strategic risk, market risk, credit risk, IT risk, operational risk, etc. The practice of governance, risk, and compliance enables customers to identify, manage, monitor and report on risk and compliance initiatives across the enterprise, helping businesses to reduce losses, improve decision-making capabilities about things like resource allocation, and, ultimately, optimize business performance.
Performance Management = [Business Intelligence] + [Planning, Budgeting & Forecasting, Profitability Modeling & Optimization, Governance, Risk, and Compliance, Strategy Management, and Financial Management & Control]
Business Analytics ("The Futurist")
"The Futurist" looks at everything the "The Pragmatist" does but then runs what's called Predictive Analytics against the Performance Management data that you already have to uncover unexpected patterns and associations and develop models to guide what should be done next. It turns the human element in planning, budgeting, and forecasting on its head by applying pure user-enabled algorithms and customizable statistical analysis providing you with the data driven answers. More simply, with predictive analytics companies are able to prevent high-value customers from leaving, sell additional services to current customers, develop successful products more efficiently, or identify and minimize fraud and risk. This is all being done by businesses all over the world today. Predictive analytics is just what its name suggests: It's about giving you the knowledge to predict. [Business Analytics = [Performance Management] + [Predictive Analytics]
…and, of course, all of these practices areas – Business Intelligence, Performance Management, and Business Analytics – both individually and collectively, is about giving you the power to act.
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Business Analytics Today Podcast: What's New In IBM Cognos Planningv10.1.1
Tim O'Bryan 270001NMX7 email@example.com | | Tags:  businessanalytics businessanalyticstoday provenpractices timobryan | 0 Comments | 1,092 Visits
Learn the value of the new IBM Cognos Planning 10.1.1 (GA November 22). You will be pleased to learn of this release as it affirms IBM's continued commitment to ongoing support and value-added enhancements to the IBM Cognos Planning solution. The release fulfills our customers latest requests with:
- features for greater ease and speed;
IBM Cognos Planning v10.1.1 delivers additional functionality for contributors (end users), faster access to data for reporting, an improved installation features, and conformance with IBM Cognos BI version 10.1.1 and Microsoft Excel 2010, and other key solutions.
Click here to listen!
Talking Financial analytics with Deloitte
Delaney Turner 270003RQ8K firstname.lastname@example.com | | Tags:  deloitte ibmbao | 0 Comments | 1,255 Visits
If using analytics in the Office of Finance isn't particularly new, the kinds of analytics now available to finance professionals most certainly are. Finance still builds budgets and closes the books, but now it's in areas such as model-based forecasting, advanced fraud detection and portfolio optimization where Finance professionals are finding new sources of value and competitive advantage. Here, I speak to Miles Ewing and Scott Wallace of Deloitte. (Download the podcast version)
Miles is partner in Deloitte's Finance practice and leads Deloitte's Integrated performance management practice in the U.S. Scott is a Director in Deloitte's Risk Information practice and leads the U.S.-Cognos Alliance Relationship.
Analytics can mean different things to different people because you can do so many things with them. Can you explain how Deloitte defines analytics for its clients?
Miles Ewing: Analytics is a very broad term, and from our perspective they've been going on since humanity created fire and decided it was warmer to stand next to it than further away from it. But when we think about what's different today, there are three aspects. First is the fundamental volume of data that's available today. There will be more information created this year than in the past 5,000 years. Next is the speed at which we can analyze this data. If it took us 10 years to code the genome a decade ago, we can do that it in a week today with our processing power. Third, there's the reach and breadth of the data. From social networks to sensing technologies there's a dramatically broader reach.
These combine to give us an enhanced capability to look at both patterns in data and advise on specific individual transaction-level data. Because of this we can make decisions either at a higher level or lower level that we weren't able to do in the past. And it's that combined capability and bringing those disciplines to business that is really where Deloitte defines analytics.
Scott Wallace: More tactically speaking, it's really bringing what used to be back-office functions – either with your statisticians and actuaries - into the front office, where Finance professionals can use capabilities to do this analysis on their own. There's an ability to do more with analytics tactically than before that's bringing it to life.
Deloitte has different analytical disciplines. Can you provide us with some examples?
Miles Ewing: We break analytics into three areas. The first is core analytics – from basic variance analysis in your budget to the analysis that goes into your external reporting. It's not just in your traditional FP&A group, but the analytics in your tax department, treasury, investor relations and operations. Companies have been doing that for a long time will continue to do so.
There are two things that are new. The first is where Finance teams are taking advanced analytic methods such as model-based forecasting - algorithmic-based forecasting, advanced fraud detection or portfolio optimization - and bringing those capabilities to their core, either to improve the efficiency and accuracy of these functions, or to add a different way of looking at it and get more bang for their buck on the core analytic side.
The second area is what we would call Finance-supported analytics. And these are areas where Finance is bringing its cross-functional capabilities to the problems faced by other parts of the business, be they in supply chain, procurement, IT or sales and marketing. What we see here is Finance taking a cross-functional view of the situation and coming out to support things like pricing, or vendor spend analysis or technology investment prioritization. These are areas where because of the reach and speed of data, Finance can support decisions at the micro level and provide better, more effective decision-making in those functions in a way that they couldn't in the past.
Scott Wallace: It's been core to Finance for a long time to have access and visibility across the organization. The CFO and his or her team need to be aware of what's happening in other parts of the organization. What you're seeing with analytics is that coming together and making it more meaningful and more impactful to the organization. Lately we've have a lot of requests from our clients asking how to integrate their sales or operational planning with their financial planning. So not only has Finance typically taken a cross-functional view, now there's a demand pull for that view across organizations because of the capabilities of the tools and the data availability.
What areas of Finance need the most help?
Scott Wallace: As you read the different literature around Finance and analytics from firms like ours and from the academics, they're really pushing the envelope on how to become a more value-added function using analytics; yet many organizations are still fundamentally trying to fix core processes. I do see a continuing demand and convergence in the area of forecasting. That's where you're seeing this convergence of the analytic capabilities and when you think back to what Miles said about the different kinds of analytics, the ability to have insight into other functional information and data, and then how do I move that kind of information into predictive forecasting – identifying those real key drivers of the business across the functions that I can model based on historical data, based on external data, and start to have more confidence in my ability to predict the future financial performance of the company. That's where we're asked to provide help.
Miles Ewing: Companies are at very different places. Some are still trying to get the core right and they need to get that set first. Organizations that have been unable to get that core right over the past decade will find it difficult to really advance into that support. They may lack credibility as analytical leaders in their company. Focusing on that core becomes increasingly urgent for them.
Where does the demand for analytics come from? Is it from a CFO setting out a new vision, or does it come from the bottom up? What trends are you seeing?
Scott Wallace: Right now we're experiencing lot of top-down demand from the CEO and CFO. A lot of it is borne of frustration – despite all the data they have in their ERP and their more advanced operational systems they still don't feel they're getting the right levels of transparency and insight. Also, because of the influx of information about analytics and tools and methodologies and success stories they've seen, CFOs are really asking themselves how they can continue to grow their relevance within their organizations. They're really pushing on analytics.
Deloitte has six guiding principles for getting started with analytics. Can you outline them?
Scott Wallace: First off, link your goals and objectives with clear business drivers. If you're going to use analytics, make sure they tie to your existing strategies or other initiatives you have inside and outside Finance. Ask yourself: What am I really trying to do? What are the competitive differentiators I'm trying to find in my data set?
The second is to know your data. Many of our clients have a good vision. They know what they want to do and how to tie their analytics together, but they run into data issues because the data isn't in a single location or it's not clean enough to provide the right insights.
The third is to start simple. Analytics needs to be something that can be accepted by your organization. Pick an area where there's a need or pent-up demand. Stay focused on that area, get the numbers right and get them delivered properly. Build the confidence within your leadership team that the predictive capabilities and outcomes you're providing make sense.
The fourth is to leverage existing insights. If you've got programs under way – customer analysis programs, working capital analysis programs, for example – look for ways to enhance them using insights you can get from analytics. How can you better project things that are already being looked at by the organization? You're adding insight to a point of view that's already being used in the organization.
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Becoming & Staying An Industry Leader Is Priority #1 for Finance. Yes, Finance!
Tim O'Bryan 270001NMX7 email@example.com | | Tags:  timobryan financialperformancemanag... businessanalyticstoday businessanalytics | 0 Comments | 3,060 Visits
Finance teams are the performance management captain of the corporate ship empowered to provide the executive team, and business and support units with real insight and understanding of past, present, and future performance while guiding them on what the information means to each of their constituents and how it can be interpreted for decision making. That is their most strategic value to the business. However, because of the explosion of information, speed of business, growing systems through M&A and unique information capture needs of different areas of the business not to mention growing business practice demands, such as regulatory compliance to meet the regional, national, and global reporting requirements, the corporation's most important analytical asset, finance departments, remains mired in just completing the basic week-to-week tasks without providing this strategic guidance. As a result, emerging trends, exploitable opportunities, efficiency gains, addi
In the 1960′s, IBM was the 800-pound gorilla in the mainframe business whose technology supremacy went unchallenged and superior performance went virtually unabated into the 1970′s. They were the blue suits bearing information-based mainframes to help companies use data to run their large – sometimes multinational – businesses with greater know-how about customers, products, operations, and financial performance far more adeptly than any other technology could. Yes, they were considered the masters of product innovation largely due to world-class business practices and industry expertise. However, Big Blue got complacent and far too comfortable in their long held pole position. Their inflated confidence and market share eventually disintegrated as they missed the advent of the new information-based technology, which, if they would have had the right analytic capabilities in place, they would have seen it coming; the emergence of the minicomputer. Minicomputers were technologically simpler than mainframes but with stronger computing power while requiring less resources to run them. To be fair, it wasn't just IBM that missed the advent of minicomputers. It was virtually every mainframe company in existence at that time. This new technology virtually wiped out the entire mainframe business such that no mainframe business would be a major player in the minicomputer business at all.
What happened? What was missed? Who screwed up?
In my opinion, there were many failures that caused this emerging technology to go unaddressed by IBM and others, but the chief culprit who could and should have been prepared for it was finance. Yes, I think it's up to finance as the owners of business performance (past, present, and future) to fundamentally understand the business climate – internally and externally – to then advise their corporate constituents on what the information they've analyzed means to them. For this to happen finance needs to get a handle on its core responsibilities before it can begin to really spot these performance-sapping icebergs that can possibly turn into business shuttering threats.
Let's get back to the technology story for a minute if that's okay. Then, I'll finish my point.
Where were we? IBM's out because the mainframe business has gone south – way south by way of the minicomputer. Exit IBM. Enter Digital Equipment Corporation. DEC virtually created the minicomputer business along with a few other aggressively managed companies like Data General, Prime, Wang Computer, Hewlett-Packard, and Nixdorf. Did DEC and others in the minicomputer business learn any lessons from IBM's big miss on the minicomputer market so as to not repeat the same mistake? Of course not. The story of DEC's demise rings almost too tellingly true to IBM's mainframe debacle of the 1970′s. In fact, the management gurus and business journals missed it too. Digital Equipment Corporation was considered by all who had some insight into the company's operations as being the ultimate technology company for decades to come. For certain it was a featured company in the McKinsey Study that became the stellar 1980′s management book, In Search of Excellence. DEC seemed destined for monster success. Still, despite all this fanfare, DEC missed the next wave in computing technology, the desktop computer market.
Again, where was finance watching past performance by measuring and monitoring it, to get analytical insight into what the future might look like to then advise their constituents across the business on what all of this means to each one of them? Answer: Heads down.
The desktop computing market was predictably seized not by DEC or one of its minicomputer compadres but by Apple Computer, Tandy, Commodore, and IBM's PC-division. (Yes, IBM can't be held down for long!)
What happened next? Like Rick Blaine says in the movie Casablanca, "Play It Again, Sam." Apple, Tandy, IBM and the rest of the desktop computer gang focused on making the best desktop computers they could but ended up missing the next new, new thing. Apple Computer and IBM lagged 5 years behind bringing the latest-and-greatest technology rage to the market: portable computers. That market was owned by Silicon Graphics, Sun, and Apollo – all newcomers to this market.
In each case, the leading companies mentioned were regarded as the gold standard given their product excellence and operational execution only to be quickly pushed aside by an out-of-nowhere, technologically superior solution that reset the market's expectations rendering the prior leader's solution frumpy and stale. Missing emerging trends in the marketplace and not adapting to them quickly enough can ring a death knell for most companies. Think Wang, Silicon Graphics, Apollo. For others, this misstep can set them back 5 or even 10 years before they're back on their feet again.
As a note, in the above example, I simply chose the technology sector but we could have easily used the retail merchandising sector (Think Sears vs. Nordstrom) or retail books (Think Barnes & Noble vs. Amazon), or Automotive (Think GM vs. Toyota). Each situation is an example of a failure to see the changing landscape which, I believe, finance is mostly at fault for squandering these opportunities.
How come finance? I think finance failed their companies in each instance because they weren't effective enough in managing the day-to-day, low value tasks which, if they had them under control, they would have greater leverage to spend time on higher-value practices like forecasting and business analytics to uncover data points that can help the entire business spot emerging market forces before it's too late to respond. This responsibility to identify these threats and opportunities lies squarely on finance. If not them, then who else? Be careful because whomever you'll name will probably expect finance to provide them with the meaningful insight into performance results across the business as well as external information, which, again, means it's incumbent on finance.
So, how does finance get to that point where it's able to provide this kind of insight with the resources it has because Lord knows it's not going to get additional headcount? Well, it all starts with finding a way to better leverage the resources it has. This requires finance teams to get the lower value tasks automated as much as they can so that they can off-load these process management steps to take on added capacity for these analytic practices.
What are the world class finance teams doing to be analytic leaders in their industry? World class analytic finance teams have these repeatable practices down to great consistency and repeatability from end-to-end:
These practices are the foundational elements required for finance to be the advisor in providing guidance to the business. Excel at the practices mentioned above and you're soon positioning your analytic experts on your finance team to do the real analysis they're supposed to be doing. It's incumbent upon the CFO's finance department to provide this guidance and leadership given finance's role as the performance managers for the company. It is therefore finance's job to provide insights into past, present, and future performance but also trends, anomalies and market opportunities that become visible only after thorough analysis of the information-based business results gleaned from systems, i.e. ERP, CRM, SCM, etc. and processes, i.e. forecasting, what-if scenario analytics, etc.
This finance role is looked to not only explain past business performance and its financial effects but also advise and guide the strategy in determining where to make investments with the resources at hand. The CFO's analytics team – finance – needs to spend its time not on the everyday execution of basic, low value process steps, like compiling, validating, and reconciling data for various internal and external reporting needs but also analyzing past, present, and future to present guidance on what's happened, what's happening now, and what could happen. Only with an infrastructure in place to easily manage these basic elements of the finance team's mandate can the real value-added analytic insights come to light. Otherwise, their companies will continue to drive through its business climate with a perpetual blind spot on what's coming soon rendering them the next Tandy Computer, Silicon Graphics, or Apollo.
It's up to you finance to not let this happen.
Check out more blogs by Tim O'Bryan by clicking here!
New Analytics Center of Excellence Community!
Tracy Harris 2700026WJ9 email@example.com | | 1 Comments | 853 Visits
A new Analytics Center of Excellence Community has been launched on analyticszone.com - where you can download the free book "5 Keys to Business Analytics Program Success". Join the conversation today at www.
Nikki Gonzales 270005YHQW email@example.com | | Tags:  test | 0 Comments | 861 Visits


text:
will the Zimbra "Outlook" connector to ZC server support the "Outlook Express" client as well?
Want as little bandwith used to notify my client of mailbox state changes in server as possible, hence interested in IMAP IDEL. What is the best way to configure IMAP IDEL for this purpose, server side, client side? thanks :)


text:
WASHINGTON (WUSA9) -- Metrorail is expected to run on a normal weekday schedule, according to a WMATA spokesperson.
Metro buses, on the other hand, could be detoured or suspended if conditions deteriorate outside.
Get updates from Metro here: http://wmata.com/rider_tools/metro_service_status/rail_bus.cfm?#bus
Metro-Rail may see some delays later in the day, for crews trying to clean off the rails, if the snow is really heavy. However, a spokesperson for WMATA says running the trains normally should keep the rails clear.


text:
Sanford Children's Hospital Fargo
Fargo Children's Hospital
At Sanford Children's Hospital in Fargo, healing comes with play, discovery and a team of trusted partners.
As a designee of the National Association of Children's Hospitals and Related Institutions (NACHRI), we are a national leader in advancing children's health care and the only Level II Pediatric Trauma unit in the state of North Dakota.
Our kid-friendly rooms, equipment and technology make our facility a place where healing goes hand in hand with fun and play. But for our team, Sanford Children's Hospital is a place of care, research and discovery.
With the most advanced medical technology in the region, including the most comprehensive pediatric and neonatal intensive care units, our board-certified physicians, subspecialists, advanced practice nurses and child life specialists provide treatments that get kids and families back to what matters most – life.
And when the medical situation is an emergency, our specially trained pediatric and neonatal transport teams respond within minutes. The Fargo Children's Hospital transport teams can respond in a three-state area via helicopter, fixed wing air service and ground ambulance.
801 Broadway N
Fargo, ND 58102 US
(701) 234-5423
Medical Services in Fargo, ND
- Child Life Specialists
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- Pediatrics - Gastroenterology
- Pediatrics - Hematology
- Pediatrics - Infectious Disease
- Pediatrics - Neonatal-Perinatal Medicine


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They're at it again. Truly it drives me to distraction and I know it shouldn't but today as I coursed along the luxuriously curvy mountain road towards the village of Deia I spotted a fluorescently white, middle-aged couple eating white sandwiches on a narrow and muddy apology for a lay-by in full view of the traffic. What's odd about that, I hear you cry?
Well for one thing this British couple (identifiably so for a multitude of reasons that I shan't bore you with now) were sitting on fold-up picnic chairs cheek by jowl with the green municipal rubbish bins. And furthermore they were situated a hair's breadth from the road where they appeared to be drinking up the spluttering exhaust fumes of every passing vehicle.
On the far side of the asphalt Paradise beckoned. An azure sea rolled into infinity like a bale of rich blue silk dotted with white crested waves and tiny fishing … Read more


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Gainesville, FL (Sports Network) - Mike Rosario scored 19 points and Patric Young added 11 as No. 11 Florida swarmed and overwhelmed Georgia, 77-44, in SEC action at the O'Connell Center.
Erik Murphy contributed 11 points and Casey Prather donated 10 with five rebounds and four assists for the Gators (11-2, 1-0 SEC), who have won three straight.
Kentavious Caldwell-Pope was the only Bulldog to reach double figures with 11 points. Georgia (6-8, 0-1) shot only 38.9 percent from the floor and turned the ball over 19 times in losing for the first time since December 15.
The Sports Network


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May 31, 2016
The former judge ousted for refusing to remove a Ten Commandments monument has won his old job back as Alabama's chief justice.
Republican Roy Moore defeated Democrat Bob Vance. With 96 percent of precincts reporting, Moore had 52 percent of the vote compared with Vance's 48 percent.
Moore became known as "Alabama's Ten Commandments judge" in 1995 when the ACLU sued him to remove a homemade plaque of the Ten Commandments from the lobby of the state judicial building.
The Alabama Supreme Court threw out the suit, but the legal battle helped him win the race for chief justice in 2000.
A state court for judges kicked him out of office three years later when he refused to abide by a federal judge's order to remove the monument.
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Explore the Entrepreneurship.org Resource Center to find resources. Designed with entrepreneurs in mind, our resource center allows you to find materials to grow great ideas.
Kauffman Foundation Senior Fellow Ted Zoller challenges Stanford students to engage in entrepreneurship as a practice of action. Based on his research into dealmaker density and network development, Zoller details the power of seizing opportunities and the pathways to developing an entrepreneurial career.
An outstanding office culture trumps all, says Ken Wilcox, the CEO of Silicon Valley Bank, who heads the most noted financial hub for the technology sector. Wilcox discusses how his financial services institution has scaffolded against recession, and bullet points the uniqueness of commercial banking for the tech start-up.
Instagram Co-Founders Kevin Systrom and Mike Krieger challenge many of the myths surrounding startups and the lives of entrepreneurs. Both former Mayfield Fellows with the Stanford Technology Ventures Program, Systrom and Krieger share their first-hand experiences of the entrepreneurial process, including identifying good problems to solve and the value in building simple solutions and minimum viable products. Systrom and Krieger also discuss aspects of their co-founder working relationship and their efforts to maintain a balance between work and life.
John Roos, CEO of Wilson Sonsini Goodrich and Rosati, has represented many major Silicon Valley companies during mergers and acquisitions, initial public offerings, strategic alliances, and joint ventures. In this lecture, he describes many of the lessons he's learned since joining the firm in 1988, including building a brand, taking risks, and the importance of integrity.
Rick Wallace, recently appointed CEO of KLA-Tencor, shares his management philosophy and the key to the company's success over the last 30 years. He stresses the importance of having a clear vision, distinct values and a well defined strategy to take care of his key constituencies: employees, customers and shareholders.
Dr. William J. Perry, former Secretary of Defense discusses lessons in leadership reminding us that a pivotal point in management is realizing that "It's your ship" and your own "crew". Perry draws parallels from his experience in business as an entrepreneur and in the government in various critical technology development roles and most recently as the Secretary of Defense (1994-1997). Perry ends with an incisive management principle applicable both in the corporate world and the government - "Take care of your troops and they will take care of you."
Thuuz Co-Founder and CEO Warren Packard appreciates how uncertainty is a constant force in the lives of entrepreneurs. Sharing stories from his career as an entrepreneur and venture capitalist, Packard captures how life is a series of decisions made without complete information. He also addresses how his current venture approaches issues of funding and strategic partnerships.
Entrepreneur and business model innovator Alexander Osterwalder discusses dynamic, yet simple-to-use tools for visualizing, challenging and re-inventing business models. Osterwalder articulates how to use the visual language of his business model canvas framework, and shares stories of how this approach helps organizations of all sizes to better create, deliver and capture value.
In this informative lecture, Conservation International Executive Vice President Jennifer Morris shares her organization's commitment to creating programs to support sustainable development. Morris articulates the importance of developing innovative financing and business models to address ecosystem services and resource management issues. She also describes the entrepreneurial initiatives her organization has built to sustain partnerships between corporate partners and local communities around the globe.
In this high-energy lecture, Geoffrey Moore discusses how companies can build the escape velocity necessary to move beyond the successes and failures of the past. Moore argues that when companies focus too much on performance, they miss out on building the power to become the industry leaders that other companies envy. He shares a hierarchy model through which companies can examine and build power, and examines how product teams can best work to differentiate their company, neutralize the competition, and optimize products and offers.
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|Visit our website at SpanishPlans.org
8 years teaching Spanish. Works in a Blue Ribbon winning school. Has created a network of over 1400 Spanish teachers. Studied Abroad in Costa Rica. Travels include Mexico, Spain, Puerto Rico, Uruguay, Argentina, Ecuador, and Colombia.
Engaging Comprehensible Input Authentic Resources
Yet to be added
B.A. in Spanish and Secondary Education 2005; Master's in Teaching and Leadership 2009 Studied and/or Traveled to: Costa Rica Mexico Spain Puerto Rico
Justin, of Spanish Plans, looks to create products that use the best methods to build fluency and engage beginning Spanish students. He enjoys collaborating with fellow Spanish teachers and uses his humor to make connections with his 8th grade students. His passion for the language drives him to encourage and motivate his students to success.
PreK, Kindergarten, 1st, 2nd, 3rd, 4th, 5th, 6th, 7th, 8th, 9th, 10th, 11th, 12th, Higher Education, Adult Education, Homeschool, Staff, Not Grade Specific
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The Hunnert Car Pileup EventWritten by on March 2, 2011 A Traditional Midwest Hot Rod Show
The Hunnert Car Pileup, put on by the Chrome Czars motor club of Chicago, has been on our list of shows to attend for a couple of years. Held in October, The Pileup is typically considered the end of the show season in the Illinois/Wisconsin area. Tailored to traditionally styled hot rods, customs, and trucks with a 1964 cutoff date, 2010 was its ninth year and saw a few changes that made the show even better: a new venue and tighter entry requirements to curtail a couple of, let's say, "questionable trends" we've seen at a lot of hot rod shows.
First and foremost, all vehicles must have at least two period-correct modifications to enter the show, e.g. pinstripes, paint, interior, stance, wheel/tire combo or custom bodywork. In other words, "It's a hot rod show, so leave grandma's stocker at home!" And the mods must be period correct, so don't show up with 13-inch wires, billet wheels, 19-inch low-profile tires, pastel paint, or tribal-style flames and expect to exit your vehicle anywhere but the parking lot.
The other major rule is "no art cars/shock rods," which we wouldn't mind seeing implemented at every other show we attend. Tractor grilles, argon bottles for fuel tanks, PBR can velocity stacks, spider webs, skulls, and iron crosses have just about run their course, haven't they? Please? Other than those hard/fast rules, the rest of the period look is pretty much subjective, at the discretion of the gatekeepers when you roll up. This no doubt made for some hard feelings, but it's not like the rules aren't posted all over the show's website (www.hunnertcarpileup.com).
The Pileup moved a couple of hours south to Decatur, Illinois, for 2010, and from what we can see this new location is going to make the show even better in the years to come. As the show got bigger each of the previous eight years, the venue wasn't able to handle the traffic, and the police and town fathers decided the economic stimulus of 2,000-plus hot rodders wasn't to their liking. The Czars contacted the city of Decatur and were welcomed with open arms. The venue has ample room to grow, and the nearby town of Clinton opened up their historic town square for a cruise-in on Friday and Saturday night. All indications are that the towns and attendees were equally happy with the new digs.
For our part, we knocked 4 inches out of the ride height of our beater '61 Suburban, swapped the stock 15x6 steelies for a set of six-lug Ansen five-slots, and headed up for one of the better one-day events we've been to. There were about 2,000 vehicles inside the show venue, a swap meet, and live bands on a stage throughout the day-an aspect that can't be emphasized enough when it comes to setting the tone for a good show. Live music is so much better than canned oldies over a PA system that it seems a shame to even mention them together in the same sentence. We cruised 13 hours up Friday, enjoyed the show Saturday, and headed back to Atlanta on Sunday-a trip we've already scribbled on our 2011 calendar.
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This '41 International Harvester looked barn fresh-and apparently hauled nothing more strenuous than hay bales its whole life, judging by the near pristine condition of the body. Lowered with spinner hubcaps met the "two-mod" criteria for entry.The owner of this rig pulled out before we could get the specs ... on the Sweptline or the tow rig. The Sweptline seems to be inspired by Dick Boynton's "Flying Barn Door" '63 D-100 that was a regular on SoCal tracks in '63 and part of '64, racing in the B/Factory eXperimental class with a 413 Max Wedge. It's a cool truck, but it's the ramp-back we really want.Tom Sendelbeck of Waterloo, Illinois, made the trip in his '62 Chevy. Factory custom cab trim, chrome front bumper, and factory polished aluminum grille set off the suede black paint.One of the Chrome Czars owns this Ford Econoline Scooby van. That's a lot of slab-side to do something with, and the unique scallop/panel treatment works great. It took some vision to come up with that design.Sendelbeck ditched the original engine for a turbo'd Cummins diesel. The Cummins doesn't fit this well in a new truck!This Ford panel was in the swap meet area, and was a good collection of bits the owner had lying around, threw together to make a pretty complete vehicle, and was practically giving it away. It needed work, but was a fantastic starting point.Dodge A100: Mopar's answer to the Econoline and Corvan. This long panel works well with the lowered stance and five-spokes. This would make either a great shop/race support truck, or fit a bed in the back and camp across the country in it.
This Ford square body was a project a couple owners deep. Wheels are Olds Toronodo, as was the engine. It'll take some ambition to put this one back on the road.This '63 "Knee Knocker" big-window Chevy had a factory aluminum grille. If you're looking for a wraparound window Chevy, the '63 is your best bet, since it has the later-style coilover front suspension. Lowered several inches with narrow whites and spider caps got it in the gate.Scooby-style vans were popular. Lowering is natural today, but back in the '60s and '70s, higher with big 'n' littles was the look. Lots of red windows on this one-not sure we'd be sane after a long road trip looking at the world in red.The beauty of '50s trucks is they're just about wide enough to take a comfortable nap on the bench. We caught three snoozers in a row mid-afternoon.All classics-'56 F-100, suede black, reds 'n' whites, Tri-power, and factory chrome grille-but check out the Bellflower pipes poking out under the running board right ahead of the rear tire. The natural inclination would be to exit the exhaust at the rear of the truck or run full-length lakes or side pipes under the boards. The half pipes are a unique choice that works.The Blacktop Barons announced their presence with a vintage Corvette door leaning against one of the member's Cameos-rare and rarer. Chevy made 6,672 of the specially equipped "Gentleman's pickup trucks" for '55 and '56-so seeing one is always a treat. This one is another reason we wish the Pileup had owner-info cards for the windows.Square-body '57-60 Fords always take a back seat to the '53-56 F-100s, and the later '61-66 trucks, especially the Unibodies. This '58 stands out in a crowd, with a factory chrome grille, a lowered stance, an original robin's egg paint, and matching smoothies with baby moons, and exemplifies why they're finally starting to come into their own.The Pileup organizers brought in a large stage and had three different bands perform throughout the day. A large tent was set up across from the stage (it was a hot, cloudless day) and it was standing-room only all day while the bands played-so much better than listening to "Mustang Sally" and "Little Deuce Coupe" for the eleventy-billionth time. Live bands are becoming more popular at big shows, and they really add to the atmosphere.


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Student Resources - Chapter 5
- Internet Activity
- Multiple Choice Quiz
- Matching Exercise
- Worksheets
- Revision Tables
- Related Internet Links
Internet Activity 5.1
1. Go to www.feminist.com and spend some time exploring any three issues that may be of concern to feminist writers, such as equality, women's rights, health, domestic violence, housework, war, contraception etc. – the 'Ask Amy' button opens up a range of choices and questions you might find helpful to start. Make brief notes, explaining in each case why the issues you have identified might be of particular interest to feminist writers.
2. Either through www.feminist.com or by searching www.wikipedia.org or Google, look up "liberal feminism", "radical feminism" and "Marxist" (or "socialist") feminism and suggest how you think each perspective might view each of the issues you identified in question 1. The following table format may be useful:
|Description of the issue
|Why of interest to feminists
|Liberal Feminist view
|Radical Feminist view
|Marxist (or socialist) feminist view
|Issue 1
|e.g. cosmetic surgery
|Issue 2
|Issue 3
Click here for a downloadable version.
3. Report back to the rest of your group on the issues you identified and discuss the different approaches to them that might be held by the three feminist approaches identified above.
Multiple Choice Quiz 5
Click here to access the Multiple Choice Quiz for this Chapter.
Matching Exercise 5
Click here to access the Matching Exercise for this Chapter.
Click here to download the Worksheets on Theory and Methods.
Revision Tables
Click here to download the Revision Tables referred to in the book.
Internet links - 5 Theory and Methods
- www.statistics.gov.uk/default.asp - the Office for National Statistics.
- www.ippr.org/ - the Institute of Public Policy Research, for research to feed into social policy issues.
- www.jrf.org.uk - the Joseph Rowntree Foundation, concerned with social policy research.
- www.cabinetoffice.gov.uk/social_exclusion_task_force - the Government's Social Exclusion Task Force.
- http://web.grinnell.edu/courses/soc/s00/soc111-01/IntroTheories/Symbolic.html - a site that contains more detail on many of the sociological theories discussed in this chapter.
- http://old.lse.ac.uk/collections/meetthedirector/faqs.htm - this takes you to some frequently-asked sociological questions answered by Anthony Giddens. Very helpful development and commentary on a range of issues discussed in this chapter.
- www.physics.nyu.edu/faculty/sokal/ - the site of Alan Sokal, which contains the original Social Text 'spoof' article demonstrating the absurdity of postmodernism.
- www.elsewhere.org/pomo/ - the postmodernist essay generator


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Elkhart Jazz Festival receives funding from several sources
ELKHART — While the city of Elkhart contributes nearly one third of the money behind the Jazz Festival, organizers depend on a variety of sources to pull it off each year.
The festival functions on a budget of about $350,000, much of which comes from sponsors and ticket sales.
However, the city funds it indirectly with $100,000 in Economic Development Income Tax funds to the downtown development group, Downtown Elkhart Inc.
DEI, which oversees the Jazz Festival and is involved with other numerous efforts, then uses the money at its discretion.
The festival has one full-time employee, an administrator, and one seasonal employee who begins work months before the festival.
"We run a pretty lean ship for an event this size from at least a labor standpoint," said Tim Shelly, an attorney who serves in a volunteer capacity as chairman of the festival.
City funding, corporate sponsorships and ticket sales each cover about one third of the budget, Shelly said.
Food vendors who work on the plaza also pay a fee to the festival that generates upward of $10,000, according to Shelly.
While the Elkhart County Fair draws more people, Diana Lawson, executive director of the Elkhart County Convention and Visitor's Bureau, said she considers the Jazz Festival to be the premiere signature event compared to other events in the county.
Organizers are predicting upward of 25,000 will attend the festival this weekend.
Lawson estimated that 60 to 70 percent of the jazz fest attendees are from outside the area.
Given the amount of money the city provides to the festival, Lawson said it pays off nicely.
She said one of the most important aspects of economic development involves the image of the community people are left with after visiting an event. For Elkhart that means showing off an attractive downtown that is energized with friendly people.
"The Jazz Festival showcases all of those attributes in the best sense," Lawson said.
But aside from the finances, organizers will tell you volunteers are tremendously important.
As of Tuesday, 219 people were working as volunteers, Shelly said.
Volunteers fill the roles of ticket takers, production staff, and are a huge part of the various committees that oversee a wide range of issues including talent, travel, safety, sponsorship, marketing and promotions.
Even the table tents used at some of the events are designed by volunteers.
"We couldn't have the festival if it weren't for that," Shelly said.
Other volunteers work as drivers and staff the hospitality room where musicians tend to mingle and hang out in between shows.
"We probably take care of the musicians better than they normally get taken care of," Shelly said. "I think that's why they like to come back."


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We got up to our camp site on the night before opener and got settled in. I didn't have high hopes for this hunt because if how dry it was. My dads friend and my dad had a couple good waterholes claimed. They ended up drying up and we ended up with a hole too close to the road. While his buddy got a waterhole on the other side of the unit. We hunted the first day and had a 72 inch buck come in an two does. Then after leaving the blind an coming back or the evening we bumped a big old buck that horns just laid flat out he was a definite shooter. We thought if he was thirsty he would hit the water, we thought wrong. That night a truck pulled into camp and it was our buddy. He had killed an 80 incher off of his hole on opening morning. He explained where it was if we wanted to go over there. We sat our hole the next morning waiting for my grandpa to get in to move. We saw zero antelope and the cattle rancher just pulled up in his truck let his dogs out and talked to us. We moved camp that night to where our friend killed his buck. We sat in the blind that night from 7 to dark and just saw a doe and fawn come to water. The next couple days we had nothing but a 6 inch buck and a 70 inch buck come in. Then on Saturday August 4 we had been in the blind since before dark. On most days the antelope would be in after 9 am. So usually we wouldn't be expecting anything until then. As I was just about to fall asleep my grandpa said he saw antelope. Doe, doe, then the 70 inch buck. Then BANG. I saw a huge heart on the skyline, a shooter buck! He ran into water and my dad got a 20 yard shot! He hasn't shot anything with a bow in a while so he was excited and when he shot he jerked the bow to see where it hit. He hit the antelope back, probably liver. Now it's 730 am. We kept track of the buck all day. Now at about 330 pm I watched him get up through the spotter and go down hard! We started walking up to him and we saw his head up! My dad decide to put another arrow in him and snuck up to 26 yards and put one in the boiler room! He. Green scored right around 77 and had horns just under 16 inches!
Sent from my iPhone using Tapatalk


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Denver, CO (SportsNetwork.com) - Pavel Datsyuk and Johan Franzen each scored
twice as Detroit handed Colorado its first loss of the season with a 4-2
victory on Thursday at Pepsi Center.
Daniel Alfredsson had three assists, while Jonas Gustavsson made 38 saves for
the Red Wings, who have won four straight.
Colorado had won its first six games of the season under new head coach
Patrick Roy and were attempting to match the best start in franchise history,
but were unable to break the 7-0-0 mark set by the 1985-86 Quebec Nordiques
under Michel Bergeron.
Roy remained tied with his old Canadiens head coach Mario Tremblay for the
most consecutive wins to begin a coaching career at six.
Erik Johnson and Gabriel Landeskog each had a goal for the Avalanche, who got
24 saves from Semyon Varlamov in the loss.
The Sports Network


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