Smart Management for Intelligent Future

Management can be fun, due to the interaction and leadership duties, albeit challenging at various levels.  An author (James, 2012) suggested asking direct reports three questions: how they expect to be managed, what specifics of management annoy them, and how to assist them with excelling within the workplace.  Based on the various responses and situation, there is no single prescriptive formula for managing direct reports.

In the world of Politics, Smart Power is a combination of both Soft Power and Hard Power.  Typically, Soft Power considers the history, culture, and diplomacy while Hard Power considers coercion and payment.

Smart Power was a term coined by Former Assistant Secretary of Defense, Harvard Professor and former Dean of Kennedy School of Government, Joseph Nye, Jr.  In 2006, Nye stated that combining both hard and soft power with strategy is identified as smart power.  In order to be successful, we must provide what everyone want, but cannot attain without American leadership.  For example, in utilizing Smart Power, the leader must utilize a combination of tools of coercion and persuasion that includes diplomatic, economic, military, political, legal, and cultural, depending on the specific situation (Etheridge, 2012 and Rooney, 2012).

Historically, America has been utilizing hard power within its dealings with foreign governments, which oftentimes lacked strategic visions.  In order to establish and maintain global political and financial stability, strategic visions are important in order to address both current and future challenges, thus incorporating soft and hard power into smart power (CSIS, 2012).

If this Smart Power is applied within levels of management within the industry, as it had been within the government sector, then the corporate environment interacting within today’s global and foreign markets replete with suppliers, distributors, external customers, vendors and other business relationships can be more efficiently utilized.  Also, the internal culture within the corporates can benefit from the application of Smart Power within the upper management levels.

The idea of extrapolating Smart Power into the industry, thus translating into Smart Management stemmed from an article in Science magazine that discussed challenges of Federal laboratories developing business commercialization relationship with the industry sector in regards to technology (Walejko, et al, 2012).  Oftentimes, this inter-sector collaboration faces funding and management challenges due to the variation within the strategic visions of both the industry and Federal lab.

Inter-sector relationships between the industry and government sectors, are observed for other purposes such as business liaison within various governments throughout the world.  For example, within medical device industries, the Food and Drug Administration (FDA) is the government agency for authorizing sales of approved devices within the United States and.  In order to be successful within the industries, professionals learned that it was best for them to strive to maintain positive working relationship with the FDA.  Positive relationships between industries and government sectors within other countries are also valuable.  For example, approved medical devices sold in other countries, Japan are regulated by Ministry of Health, Labour and Welfare (MHLW) while medical devices within Australia are regulated by Therapeutic Goods Administration (TGA).  Therefore, professionals can focus on managing the relationships intelligently, with not only the FDA, but with MHLW, TGA, and other foreign regulatory agencies.

In 1979, Harvard Professor, Michael E. Porter first published competitive interactions within the industry that led to workable strategies within various companies, such as Bargaining Power from Suppliers, Buyers, Threats of substitute, Emerging competitors, and rivalry among current competitors (Porter, 2008).  Also, if the competitive forces had become intense, then this would result into the companies investing large sums of resources to attract new customers with an advantage over their competitors, such as healthcare, airlines, and hotels.  In this case, the return on investment would be smaller due to the amount of resources input as compared with the new many companies such as soft drink, toiletries, and software, where an attractive return on investment has been larger.

Within today’s ever-changing and competitive environment, perhaps an addition to the corporate management formula can be a customization of management style through combination of both smart power and leadership, thus augmenting the current list of different Management Styles, such as Consultative, Aristocratic, Democratic, Laissez-Faire, Persuasive, Paternalistic, and Management by Walking Around.  Each of these styles has advantages and some downside, depending on the situation, thus smart management or intelligent management can successfully add portions of prescriptive management through interjection of bits of Smart Power into the mix within the corporate environment.

Perhaps in the future, there would be additional management styles based on the improvement within the human interaction and communication.  Additionally, scientific discoveries that lead to augmented understanding usually translate into enrichment into the human lifestyle, behavior, and interactions within the environment.  The smart management allows us to take the next step in moving forward with the growth in operating within today’s global markets that overlap with various sectors.

References:

Center for Strategic and International Studies (CSIS). Smart Power Initiative Part of the: Archived ProgramsRetrieved October 28, 2012, from http://csis.org/program/smart-power-initiative

Etheridge, E. How ‘Soft Power’ Got ‘Smart’. New York Times, The Opinion Pages. Published January 14, 2009.  Retrieved October 28, 2012, from http://opinionator.blogs.nytimes.com/2009/01/14/how-soft-power-got-smart/

James, G. World’s Simplest Management Secret. Published on Inc. on October 24, 2012. Retrieved October 29, 2012, from http://www.inc.com/geoffrey-james/worlds-simplest-management-secret.html

Porter, M. The Five Competitive Forces That Shape Strategy. Harvard Business Review. January 2008 issue. Retrieved October 25, 2012, from http://hbr.org/2008/01/the-five-competitive-forces-that-shape-strategy/ar/1

Rooney, Katie. Clinton Vows to Lead Using “Smart Power” Strategy. Times The Page. Published January 13, 2009. Retrieved October 28, 2012, from http://thepage.time.com/2009/01/13/clinton-confirmation-hearing-set-for-tuesday/

Walejko G & et al.  Federal Laboratory–Business Commercialization Partnerships. Science 14 September 2012: 1297-1298. Retrieved October 9, 2012, from http://www.sciencemag.org/content/337/6100/1297.full.pdf

Data Mining for Intelligent Management of Personal Health

Data mining is a growing and explosive field, stemming from sudden availability of the massive wealth of data accessible through the internet.

It’d be interesting to have a database compilation of all of my medical history, but this would demand the strictest level of privacy, as compared with Facebook, LinkedIn, and Twitter, altogether.

In fact, this idea stemmed from reading Haak’s article from Science magazine where the authors discussed the benefits of mining data in order to make them accessible to other researchers across multiple disciplines and many borders around the globe.  Different countries have their own regulations as to which restrict access to specific data sets in order to maintain privacy and security, which can be challenging, since data can be compared against many different other groups of data for a specific translation of a scientific question.  In determining levels of accessibility, it’s important to involve groups of private and public data within the local and international level.  Although there are prominent databases that store and mine data such as CERIF, the responsibility and authority of maintaining such database infrastructure should be shared among several stakeholders in order to ensure that the balance the availability of data among maintaining privacy on a global scale in order to allow policy-makers ensuring informed decisions within their areas or countries.  In order to do this, an international standardization of data exchange is necessary.

Reading Davenport’s article within the Harvard Business Review discussed the benefits and thrills of surfing the data mine harvested from many on-line profiles and usages, thus structuring the wealth of data in order to capitalize the large data.   The discoveries within the translation of data lead to solid executive decision-making.  In this case, I’m the top executive in my life and always have the need of making informed decisions throughout the day.

Of course, I’d expect complete access into my health data and my ancestor’s health data, while restricted to nearly everyone else in order to research into the gene-related developments that has occurred over the generations and what health issues I can watch for as I age gracefully.  Also this information will be helpful for my future generations.  Lesser restrictive access would afford professional researchers the luxury of investigating my phenotypic information such as hair or eye color for others to research into the correlations of populations, environment, specific family history, and genetic information in order to postulate how I had derived a specific characteristic or trait.  Also, predictive environmental factors such as temperature and pressure within a geographical region, coupled with my health information can predict onset of arthritis within specific times, for example.

A question remains is the expiration date of the restriction of access into families’ health information after they have passed on.  Also, the level of access may vary among specific group of people such as my healthcare providers, which would be different than the insurance companies and employers.  Perhaps the creation of Health Data Scientist education and training can involve creation of specific certification equivalent to doctors and attorneys in which they are expected to maintain strict client or patient confidentiality and only focused on the needs of the clients and patients.  Of course, ethics in sharing personal health data with loved ones or potential mates for  predicting outcomes of interaction will need to be debated considerably.

As with sealing records though the courts, perhaps specific health data can be sealed by the patient while allowing access to other health information with particulars generally already available while allowing certain family members additional access to less generalized health data.

Having a centralized and global database would contribute to the health of my travels such as keeping immunization records current while allowing healthcare providers in other countries access, should I become ill overseas.  In this case it’s possible to harmonize specific access to certain health database among various countries, depending on the control of the database.  It’ll be like a “health passport” whenever I am in the world.  If possible, this could be easily accessible through international apps program on the mobile devices with dual band capability.

Later on, with my current genotypes, it’d be interesting to account the environment within other areas or countries in order to virtually translate the predicted phenotypes such as air quality affecting my exercise routine, while would result in asthmatic symptoms, for example.  Additionally, this daily health monitoring device while accounting for the environmental factors can be managed through a mobile device.

In summary, there is extreme wealth of information for extrapolating correlations and make sold predictions, which can assist with decision making throughout the days and weeks to come.  The whole point is taking the steps in mining data effectively through intelligent management while everyone adheres to the same guidelines for access everywhere.

References:

Davenport, T. and Patil, D.  Data Scientist: The Sexiest Job of the 21st Century.  October 2012.  Retrieved October 15, 2012 from http://hbr.org/2012/10/data-scientist-the-sexiest-job-of-the-21st-century/ar/1

Haak, L., Baker, D., Ginther, D., Gordon, G. Probus, M., Kannankutty, N., Weinberg, B. Standards and Infrastructure for Innovation Data Exchange. Science 12 October 2012: 196-197. Retrieved October 16, 2012 from http://www.sciencemag.org/content/338/6104/196.full.pdf