Tag Archives: Business Intelligence

Performance Transformation, LLC™ Launches Services For Private Equity And Angel Investor Markets

FOR IMMEDIATE RELEASE

Professional and strategic development firm integrates machine learning technology and neuroscience research to quantify and address leadership risk, employee engagement, productivity, innovation and accelerate earnings performance.

VENICE, Fla. — Performance Transformation, LLC™ (Venice, FL) announced today the launch of their newest service offering specifically tailored for Private Equity firms and Angel Investors. The Performance Equity portfolio offers an array of custom services and technologies designed to fully address the greatest risk factor in equity financing; the human element of leadership teams.

The evolutionary approach integrates insights, assessments and development tools garnered from recent discoveries from the neurosciences with a machine learning platform that employs advanced algorithms to generate predictive analytics.

“This is truly innovative, bringing a level of analytical sophistication to private markets that was previously only available to major firms operating in public markets,” said Terry Murray, founder and Managing Partner of Performance Transformation. “Being able to quantify and mitigate human risk factors within leadership teams is a powerful first step, but it’s just the beginning. Going forward, our clients will be positioned to leverage Big Data into business intelligence of unprecedented value.”

Founded in 2008, Performance Transformation, LLC is a leading innovator in driving organizational performance. The firm takes a comprehensive approach of optimizing and aligning leadership, strategy and organizational culture to drive breakthrough productivity, engagement, and innovation. Mr. Murray is also the author of “The Transformational Entrepreneur”, which was cited by the academic Journal of Economic Literature for its thought leadership in March, 2012.

“For Angel Investors, the human elements and dynamics of the leadership team have always represented the greatest risk factor in their investment portfolio,” added Mr. Murray, who has been working within the investor-driven startup community since 2001. “Until now, there has not been a way to standardize, quantify, and proactively address these factors scientifically. This is a game changer. Angels are continuously collecting reams of due diligence information that, once the investment decision is made, turns fallow. Our approach will enable them to leverage that information into remarkably valuable business intelligence to optimize the IRR on their portfolios.”

Performance Transformation has identified an antecedent, causal correlation between assessable, neurological styles and the top leadership competencies shared by today’s high performers. Their proprietary Accretive Coaching Process℠ employs an educationally-based approach to cultivate new neural pathways in the prefrontal cortex and frontal lobe, breaking constrained thinking patterns that take root in the Basal Ganglia. The resulting neural networks enable adaptive thinking to emerge, the type of thinking entrepreneurs and executives require in today’s volatile, rapidly changing environment. The developmental approach is grounded in tangible, stretch business objectives to drive immediate performance improvements. The firm has partnered with Root 5 Systemics™ (Toronto, ON) and Talent Sprocket™ (St. Petersburg, FL) to enable the integration of advanced, team dynamic assessments and the predictive analtyics engine.

“For several years, we were way ahead of the curve,” commented Terry. “Being the lone voice in the wilderness takes intestinal fortitude, but that’s where innovators reside. It’s all paid off, as our approach and vision is being validated nearly every day now. The U.S. Army just published a study that aligns with and validates our insights and one of the largest corporations in the United States has adopted the core premise of our methodologies.” Mr. Murray’s work was also formally commended by General David Petraeus in 2010.

Addressing the value this represents for the Private Equity sector, Terry points to the annual State of American Business report from Gallup®.

“For the twelth year running, Gallup reports employee engagement levels are endemically stuck at 3 out of 10 employees. Seventy percent of employees are asleep at the switch or even worse, working at cross-purpose with their employers. This represents a talent arbitrage opportunity within many, many firms. We’re talking about the raw material of value creation in the 21st Century; human talent. For many firms, approximately 50% of their payroll is delivering little or no return on investment. If Henry Ford had a scrap rate of 50% on his raw materials, I doubt it would have become an endemic productivity and earnings drain for more than a decade. He would have done something about it!”

Mr. Murray adds, “Our integrative approach can scientifically identify these opportunities and, more importantly, fuel rapid turnarounds in employee engagement, productivity and the resulting innovation that will flow from intelligent, organizational and leadership rehabilitation. We can cut development costs while achieving breakthrough improvements in productivity and earnings. This approach will revolutionize management practices going forward.”

© 2013, Performance Transformation, LLC™.  All Rights Reserved.

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July 9, 2013 · 10:26 am

Performance Transformation, LLC™ and Talent Sprocket™, LLC Announce Formation Of New Partnership

Innovative leadership, strategy, and organizational development company to integrate Talent Sprocket’s machine learning and predictive analytics technology into its approach to deliver business intelligence and clear ROI on leadership development.

PRLog (Press Release) – Jun. 19, 2013 – VENICE, Fla. — Performance Transformation, LLC™ (Venice, FL) and Talent Sprocket™, LLC (St. Petersburg, FL), announced today the formation of a collaborative partnership to jointly market their technology and services.  Talent Sprocket is the first true machine learning platform designed to deliver Human Talent Analytics™.  Performance Transformation provides custom leadership development, collaboration, and innovation acceleration programs for knowledge worker-based companies and institutions.

“We’re very excited to be working with Talent Sprocket to strategically enhance our portfolio of services,” said Terry Murray, founder and Managing Partner of Performance Transformation.  “We’re the first leadership development company that brings with us a technology that allows our clients to accurately measure their ROI on developmental investments.  This level of accountability is truly revolutionary in our market space.”

The Talent Sprocket platform employs machine learning, a sophisticated algorithm that continuously teaches itself to recognize subtle patterns in complex data sets too large for human beings to accurately evaluate.  Applying this technology to leadership development, succession planning, recruiting, and collaborative team formation provides business intelligence and insights that, heretofore, were unavailable to most enterprises.

“Terry’s passion and leadership have laid the path for Performance Transformation to become one of our industries most thoughtful and innovative talent management companies,“ commented Tony Duda, CEO of Talent Sprocket.  “Our belief is that by bringing our diverse but equally innovative cultures together, in a collaborative way, we will achieve some truly exciting and breakthrough solutions, not only for our customers but for the entire talent management industry.”

Founded in 2008, Performance Transformation has pioneered advanced, professional development processes through the integration of more than a dozen, peer-reviewed, scientific disciplines ranging from the neurosciences to applied behavioral economics, emotional intelligence and quantum physics.

“The growing complexity of today’s business environment demands innovative solutions for talent development, retention and collaboration,” added Terry.  “It is through the integration of seemingly disparate disciplines and creative learning modalities that truly adaptive thinking emerges.  Most talent management software on the market today automates yesterday’s processes.  Talent Sprocket delivers predictive analytics, enabling business leaders to look over the horizon in anticipation of their human capital needs.  This represents a distinct, competitive advantage that will only increase in strategic value over time.”

Progressive, high tech companies like Google®, IDEO® and Apple® are already leveraging their sophisticated, internal core competencies to retool HR around people analytics.  The new partnership between Talent Sprocket and Performance Transformation integrates advanced technology and thought leadership to make this approach available to businesses and institutions that, until now, couldn’t access this level of business intelligence.

“Just like the internet leveled the playing field for access to strategic market intelligence, this partnership levels the playing field when it comes to talent intelligence.  Any company, no matter their size, can now operate with the same level of insight as Google or Apple.  It’s truly a new day!”

© 2013, Performance Transformation, LLC™

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Filed under Health Care, Leadership Development, Talent Management

Coming Full Circle ~ From Naval Intelligence to Business Intelligence

Thirty-two years ago this month, I began a long, circuitous journey by raising my right hand and taking the oath to defend the Constitution of the United States.  So began my entree into the world of Naval Intelligence.  Little did I know at the time how formative the experiences that were about to unfold before me were going to be over the next three decades.

800px-USS_Ranger_(CV-61)_conducting_an_underway_replenishment_of_the_Dutch_frigate_F812_Jacob_Van_Heemskerck_during_Operation_Desert_Shield_2Naval Intel imparted strategic skills and a particular way of thinking that still serve me to this day.  First and foremost, was a sense of accountability to the lives of the pilots we worked with on the aircraft carrier.  We were responsible for mission planning, and it was our job to get them into the strike zone and home again, safely.  This sense of accountability to our fellow shipmates was remarkable and unshakeable.  I’ll give you a minor, yet hard to fathom example.  We conducted man overboard drills continuously while at sea.  The drill would often occur in the middle of the night, with the shrill of the bosun’s whistle cracking the quiet slumber of the 5,700 sailors that were not on mid-watch.  Within a minute and thirty seconds, everyone of the nearly six thousand sailors on board would be mustered at their battle stations and completely accounted for.  Picture if you will for a minute, the sight of thousands of people sprinting in coordinated fashion across a 1,079 foot long, 274 foot wide, seventeen story ship with a four acre flight deck, to their battle stations.  That’s engagement.  That’s accountability to each other and the explicit demonstration of our commitment to protecting our fellow shipmates.

Along with this sense of accountability, we were also taught a way of thinking that supported our strategic objectives.  We were taught how to consume massive amounts of information (message traffic that flowed through the Intel Center averaged 5,400 pages a day), identify what was cogent to our mission, interpret how the intel may influence our battle readiness, distill the information into manageable bites, and communicate it on an executive level in support of the Flag Officers decision making processes.  At a very young age I found myself writing Intelligence Briefs for the Joint Chiefs of Staff, the head of the NSA and even the President of the United States.  It was exciting work, imbued with an enormous sense of purposefulness.

The experiences and education I received from the Navy served me well as I matriculated up the chain of command in Corporate America.  Over the years, one of my core competencies to emerge was, no surprise, strategic planning.  More importantly, however, was the holistic perspective I brought to strategic planning.  Of how it had to be aligned and coordinated with leadership and organizational culture in order to see it properly executed to achieve our objectives.  Any break in this coordination and the full potential of the strategy would fail to materialize.  Proper alignment would accelerate execution and often position us to over-achieve our expressed objectives.

Information technology has now evolved to the point where it can begin to deliver business intelligence that looks very similar to Naval Intelligence.  An article in the McKinsey Quarterly® defined business intelligence as, “The ability to transform data into insights to help manage a company, business intelligence consists of the processes, applications, and practices that support executive decision making.”  Sound familiar?  In the military, we executed this process manually, and the process was exceptionally robust.  As firms begin to evaluate how to apply this emerging capability, especially in the area of Talent Management, there are a few experiential lessons I learned along the way that can greatly impact the efficaciousness of the application of technology and process parameters.

● Leadership Development.  Much like the military, companies must adapt to changes in the dynamics of their theater of operations.  The leaders the military developed during WWII are very different than the leaders currently deployed in Afghanistan.  Are you training leaders for yesterday’s environment or are you preparing your next generation of leaders with the competencies they will need to succeed going forward?

● Strategy.  This is an area that seems to generate a lot of noise.  Some technology opinion leaders espouse tossing out the old approaches and replacing them with business models.  In reviewing these new business models I’ve found they’re not really any different than the traditional approaches when they are well executed.  The fundamentals of knowing where you are, where you want to go, and a thorough evaluation of the optional paths before you enables flexibility and nimbleness.  It also should guide professional development, to ensure the right skills are deployed in the right areas at the right time.  A well disciplined and open process of strategic planning is the value driver, not the resulting document.

● Organizational Culture.  This is a particular area of interest for me.  The military thoroughly understands the importance of culture.  Both explicit culture (Navy Regulations) and implicit culture (how we actually got things done and interacted with each other) are continuously cultivated in the Navy.  We had a saying, “There’s the right way, the wrong way, and the Navy way!”  The military consistently focuses on their culture and how that culture supports their current mission.  It is intentionally created and reinforced at every touch point.

The access of remarkable information, emerging talent management software, and today’s connectivity unleash remarkable opportunities for capturing and leveraging cogent business intelligence.  Somewhat ironically, capturing business insights requires some initial insight as to the guiding parameters of intelligence gathering and formulation and how leadership, strategy and organizational culture are positioned to leverage and capture the promise of this emerging capability.

© 2013, Terry Murray.

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Filed under Leadership Development, Organizational Culture, Strategic Planning