“I observed all the rivals we played against and watched the training sessions of all opponents,” he said.
In a remarkable news conference, Bielsa showed journalists how much preparation and analysis he and his staff carry out on each opponent before every game by using a PowerPoint presentation.
He said that analysis of each of their opponents’ previous matches takes four hours per game.
Bielsa showed Leeds had information on the percentage of games in which Derby used certain formations, which players were used in which positions and formations they had struggled against this season.
“I feel ashamed to have to tell you all this,” added Bielsa, who also displayed detailed information on some of the Rams’ players.
More than one hour after first starting his presentation, he concluded: “I’m not cheating. I knew everything I needed to know.”
The Leeds United boss held an impromptu press conference to address the ‘Spygate’ scandal that has dominated the UK press in recent days, and across 70 incredible minutes he wowed all those present.
“I think I’ve been sat in the presence of an absolute genius,” said the BBC’s Adam Pope after the astounding presser.
“Just to see how his minds works, and the efforts he goes to find out everything he knows on the opposition was extraordinary today… he’s just raised coaching to another level.”
He even revealed that Manchester City boss Pep Guardiola had once told him he knew more about former club Barcelona than he did!
He has sent spies to every opponent’s training ground this season
Bielsa: ‘I observed all rivals we played against. We watched all the training sessions before we played them.’
His staff spend more than 200 hours analysing every team Leeds play
Bielsa: ‘Of each opponent we watched all the games of 2017-18 — we watched the 51 games of Derby County. The analysis of each game takes four hours of work. Why did we do that? Because we think it is professional behaviour.’
He has files on every aspect of opposing players and teams — right down to the number of minutes they have played in each position
Bielsa: ‘I might not be able to speak English but I can speak about the 24 teams of the Championship. Derby have played 4-3-3 49.9 per cent of the season. We use this to understand the system and why and when they change the system during a game.’
Even Pep Guardiola was impressed — having been handed a Bielsa dossier on Barcelona while he was boss at the nou camp
Bielsa: ‘Guardiola had a look at it and he told me, “You know more about Barcelona than me”.’
Leeds play at Stoke on Saturday… so he Has watched every game of new manager Nathan Jones’S former club Luton
‘As we’re going to play against Stoke, it’s hard to analyse them with a new head coach. So we analyse the 26 games he played with Luton and the structures he used.’
All of Derby’s goals, chances and half-chances were then made into a video montage and crunched from half-an-hour into seven-and-a-half minutes for his players to watch.
This, Bielsa said, was part of 360 hours of work and proves much more authoritative than a last-minute recce. ‘When you watch an opponent, you are looking for specific information,’ Bielsa said.
‘You want to know what is the starting XI, what is the tactical system that’s going to be used and the strategic decisions taken on set pieces.
‘When you get to watch a training session of the opponent, you get this information the day before a game or you confirm the information you already have.
‘The goal is to know the players well. We get information to know the teams. What are the different systems?
‘The way to respect football is to make the effort to know the players in the team. I can’t speak English but I can speak about the 24 teams of the Championship.’
‘And we think that by gathering information, we feel we get closer to a win.
Winston Churchill understood the liabilities of his strong personality. He was concerned that he wouldn’t get accurate information from his subordinates, so, during the darkest days of World War II, he founded the “Statistical Office”, a separate department outside the command structure that fed him the most accurate, indeed brutal, facts of the war. Churchill also possessed the second requirement of greatness — an unwavering faith that Britain would survive and thrive, even when things looked so bleak. – Jim Collins
Business Intelligence Analyst (BI Analyst)
Definition – What does Business Intelligence Analyst (BI Analyst) mean?
A business intelligence (BI analyst) is a professional role where the individual is responsible for analyzing data that is used by a business or organization. Data used in BI generally supports decision-making. The BI analyst works with this kind of data to maximize its utility.
A business intelligence analyst works to develop and provide new business intelligence solutions. These professionals may be tasked with defining, reporting on or otherwise developing new structures for business intelligence in ways that will serve a specific purpose. Report writing can be a significant component of this role. A business intelligence analyst may also work with teams of developers. They will need to be knowledgeable about data storage structures, and about the various ways that data can be applied to aid in business intelligence.
Operational Business Intelligence (OBI)
Definition – What does Operational Business Intelligence (OBI) mean?
Operational business intelligence (OBI or operational BI) is the process of reviewing and evaluating operational business processes, activities and data for the purpose of making tactical, strategic business decisions.
OBI allows businesses to quickly react to dynamic and continuously changing business and customer requirements.
Operational business intelligence is also known simply as operational intelligence (OI).
OBI works on continuously occurring business events and processes and is typically implemented in scenarios requiring business insight on a daily, short-term or frequent basis. This is applicable to operational business applications, systems and storage resources that have the most current business data, events and processes. It monitors data driven business processes and events – in motion and at rest.
As the job’s nomenclature would suggest, a BI analysts’ role is to find intelligence insights in data, spotting patterns in things such as customer behaviour or productivity versus output and bottom line financial results.
And naturally as the amount of data ripe for analysis increases so too does the demand for BI analysts.
A BI analyst is particularly well placed to identify the strengths and weaknesses of a company, aid strategies and tactics to boost more successful areas and find ways to improve those that are performing badly. While senior IT leaders may be ultimately responsible for business decisions, a BI analyst can be instrumental in ensuring the decisions they make are grounded in solid data and based on in-depth analysis.
What does a business intelligence analyst do?
BI analysts spend a lot of their time analysing data in order to identify company weaknesses and formulate solutions to these problems. To do this, BI analysts are responsible for some of the following tasks:
Conducting tests to ensure that intelligence is consistent with defined goals
Maintaining or updating BI tools and databases
Understanding and communicating business requirements
Developing BI and data warehouse strategies
Analysing competitive market strategies through analysis of a related product, market, or share trends
Presenting findings to all levels of management
BI analysts may also be responsible for competitor analysis, keeping up to date with industry trends, and exploring where their organisation can improve and reduce costs. Depending on the organisation involved, a BI analyst may be responsible for developing or researching a suitable business intelligence solution which is appropriate for the needs of the company.
Business Intelligence Analyst job description
Meet with clients to identify needs and concerns
Conduct information-gathering interviews and obtain feedback from clients and customers
Collect data and extract data from warehouses for reporting, using querying techniques
Analyze current data with software applications
Create summary reports of a company’s current standings
Present recommendations to senior management about ways in increase efficiency
Oversee implementation of technological initiatives
Develop new analytical models and techniques for a company to standardize data collection
Moneyball: Business Lessons on Value Creation
Moneyball has become a metaphor for everything in business today: it touches heavily on concepts related to budgeting, data analytics and productivity. The movie is about how Oakland A’s General Manager Billy Beane revolutionized the process of scouting new baseball players on a budget by employing computer-generated analysis to sign new players and when best to put them in the line up.
ANALYZE THIS: DATA, DATA, DATA
Too often people watch Moneyball and only come away with a sense of the power of data analysis, which is a prominent theme in business today. Data analytics are everywhere. New technology makes sophisticated data analytics and data mining possible, and it’s being used by so many industries now: healthcare, crime prevention, the education sector, social media, you name it.
The subtitle of Moneyball (the book, by Michael Lewis) is “The Art of Winning an Unfair Game,” which illustrates a key point for business leaders. The “unfair game” is that major league baseball teams play with different budgets and with different constraints. However, take note that Lewis used “art” not “science,” which would be more expected given the heavy use of statistics and data analytics. There is an art of management that goes hand in hand with science and making data useful.
Reviewing the history of baseball, scouts used a “5 tools” system to judge potential players. Ultimately, we see that those criteria became cognitive blinders because they were more of a tradition rather than an accurate way to predict success. Billy Beane’s system generated data that made possible a more dispassionate look at what predicted success in the industry.
There’s a line in the book “Moneyball: The Art of Winning an Unfair Game,” that raises a red flag for anyone working in HR or – for that matter – anyone who’s ever had to hire an employee. Author Michael Lewis asks: “…if gross miscalculations of a person’s value could occur on a baseball field, before a live audience of thirty thousand, and a television audience of millions more, what does that say about the measurement of performance in other lines of work? If professional baseball players could be over- or under- valued, who couldn’t?”
Lewis’ book and the movie that followed recount the true story of Billy Beane, general manager of the Oakland Athletics, and his untraditional approach to hiring ball players. Beane’s challenge was to build a winning baseball franchise with a payroll that was dwarfed by his competition. Sound familiar?
Instead of turning to the usual metrics such as a pitcher’s Earned Run Average (ERA) or the “gut feel” of his staff, Beane focused on the strong correlation between “on-base” percentages and winning games- throwing convention and subjectivity out the window.
Beane’s experience got me thinking about today’s hiring processes and what lessons can we learn from the Oakland A’s?
Depending on the position, a poor hire may cost a company between six to 15 times the base salary. If that seems high, consider both the costs of recruiting the candidate, and the long-term “lost opportunity costs” of a poor hire. Lost opportunity costs may include missed sales targets or deadlines, lost customers, or having to rebuild a business unit after a toxic manager leaves.
The Uber Metric
“It’s about getting things down to one number. Using the stats the way we read them, we’ll find value in players that no one else can see…” – Peter Brand