Free Analytics for Retail eBook

Here is another Dummies eBook available for free courtesy IBM.

Contents at a Glance
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Chapter 1: Understanding Business Analytics . . . . . . . .3
Chapter 2: Meeting the Demands
of the Smarter Consumer . . . . . . . . . . . . . . . . . . . . . . . .11
Chapter 3: Harnessing the Power of Information . . . . .17
Chapter 4: Measuring the Impact of Decisions . . . . . . .27
Chapter 5: Using Predictive Analytics
to Anticipate and Respond . . . . . . . . . . . . . . . . . . . . . .41
Chapter 6: Social Marketing and
Content Analysis Made Easy . . . . . . . . . . . . . . . . . . . .53
Chapter 7: Ten Ways to Improve
Shopping Experiences . . . . . . . . . . . . . . . . . . . . . . . . . .63

Grab it from here

http://www-01.ibm.com/software/analytics/retail/

Leadership Capability Framework

Loved this model of Leadership Capability Framework published by Australia Public Service Commission.

Shapes strategic thinking

Inspires a sense of purpose and direction

• Personally contributes to, shapes and champions the organisation's vision and goals, relating these to government requirements. 
• Translates broad strategy into practical terms for others, and creates a shared understanding of what has to be achieved. 
• Within the overall strategic context, presents others with an integrated picture of the actions and priorities that will be required. 
• Provides them with a clear sense of direction and endeavours to unite understanding among all levels within the organisation.

Focuses strategically

• Develops advice to government on potential outcomes, and develops a long term perspective on organisational success. 
• Integrates a 'big picture' view of goals with how to achieve them. 
• Operates on the basis of a 'whole of government' framework and takes the broader context into account. 
• Ensures portfolio effort contributes to cross-government priorities. 
• Envisages what might be and how future possibilities balance with the 'here and now'.

Harnesses information and opportunities

• Seeks to acquire knowledge, and is open to new information and different perspectives. 
• Values finding out about Australian and global best practice (public and private sector) and considers the workings of the organisation within this context. 
• Demonstrates business acumen by thoroughly researching the market that the organisation operates in (and opportunities offered and constraints imposed) to yield greater efficiencies and improve quality of service. 
• Keeps abreast of major technological changes and their impacts.

Shows judgement, intelligence and commonsense

• Grasps complexity and identifies issues that tend to be overlooked by others. 
• Thinks through problems from various angles, and analyses them dispassionately and objectively. 
• Probes and critically evaluates information before applying both intellect and experience to final judgement. 
• Is willing and able to question traditional assumptions and practices rather than taking things as given. 
• Has the capacity to provide originality of thought and develop innovative solutions.

Achieves results

Builds organisational capability and responsiveness

• Initiates fluid and flexible resourcing options based on an appreciation of emerging requirements in a constantly changing environment. 
• Looks outside of organisational 'silos' to identify what resourcing combination will deliver the best results, rather than being bound by existing organisational structures and processes. 
• Responds flexibly to various stakeholder requirements and changing circumstances as they arise, varying deployment of resources within imposed constraints. 
• Exploits the advantages offered by information technology. 
• Takes action to ensure sustainability.

Marshals professional expertise

• Values specialist expertise and places emphasis upon creating an environment which facilitates the sharing and effective utilisation of professional knowledge and skills. 
• Ensures relevant professional input from others is obtained.

Steers and implements change and deals with uncertainty

• Develops and oversees the implementation of change initiatives in a sometimes uncertain environment. 
• Defines high level objectives and ensures translation into practical implementation strategies.
• Undertakes both long and short term planning phases and sets timescales for completion.

Ensures closure and delivers on intended results

• Engenders a culture of achievement, by ensuring ideas and intended actions become reality and that planned projects actually result in expected outputs. 
• Puts systems in place to establish and measure accountabilities.

Cultivates productive working relationships

Nurtures internal and external relationships

• Builds relationships with Ministers, within the organisation and with key people in external organisations. 
• Proactively creates a professional network and develops mutually beneficial relationships based on respect. 
• Shows commitment to customer service.

Facilitates cooperation and partnerships

• Puts effort into developing a work environment where people pull together and value collaboration and teamwork. 
• Creates a sense of 'interconnectedness' with other departments and agencies, ensuring opportunities to share views and ideas. 
• Personally manifests strong interpersonal relations by role-modelling 'team-player' behaviour, including a willingness to consult and listen.

Values individual differences and diversity

• Supports and respects the individuality of others and recognises the benefits of diversity of ideas and approaches. 
• Recognises different skill areas and levels of expertise. 
• Understands others and responds to them in an appropriate way.

Guides, mentors and develops people

• Inspires ongoing learning in others. 
• Gives timely recognition for good performance. 
• Motivates others with an enthusiasm to 'give their all' by setting challenging goals, as well as supporting and encouraging them when they need assistance to overcome problems. 
• Helps others to address areas of weakness by encouraging them to take an active role in their own development, and creating a climate with right opportunities to do so. 
• Understands when it is appropriate to confront issues and takes action to deal with difficult performance situations.

Exemplifies personal drive and integrity

Demonstrates public service professionalism and probity

• Adheres to and promotes the APS Values and ethical framework as set out in the APS Code of Conduct. 
• Serves the government of the day irrespective of personal preferences. 
• Implements policies and programs based on corporate decisions rather than personal views.

Engages with risk and shows personal courage

• Is prepared to be forthright and 'tell it like it is' (and not how people might like it to be). 
• Is independently minded and willing to challenge ideas and confront issues. 
• Is prepared to acknowledge when in the wrong, and learns from mistakes. 
• Is also prepared to ask for help and values advice from others.

Commits to action

• Is determined, highly motivated and action-oriented. 
• Takes personal responsibility for getting things done, and for the success of the organisation. 
• Handles issues proactively and tries to shape events. 
• Doesn't procrastinate. 
• Readily invests energy and initiative into progressing work.

Displays resilience

• Remains focused on the objectives even in difficult circumstances. 
• Bounces back after setbacks and remains positive. 
• Maintains energy and willingly invests extra effort when required.

Demonstrates self awareness and a commitment to personal development

• Shows strong commitment to continued learning. 
• Actively seeks feedback from a wide range of sources. 
• Takes responsibility for own development and for managing self in a way which enables sustained performance. 
• Looks for opportunities to enhance own skills. 
• Values continuing development.

Communicates with influence

Communicates clearly

• Produces user-friendly verbal and written communication that is clear and concise. 
• Ensures unambiguous delivery of the message, and checks that it has been understood as intended. 
• Keeps people up to date and fully informed of any changes to the original communication.

Listens, understands and adapts to audience

• Listens actively to ensure views and information are properly exchanged.
• Checks with others to ensure their views have been accurately understood. 
• Uses and adapts style as necessary to meet the requirements of the audience.
• Creates opportunities to listen to those whose input can add value.

Negotiates persuasively

• Establishes credibility and approaches negotiations persuasively. 
• Offers a convincing rationale which has been thought through in advance and carefully positioned with reference to desired organisational outcomes. 
• Allows for a genuine contest of ideas and pulls disparate views into a coherent position, and finds common ground to facilitate agreement and acceptance of mutually beneficial solutions. 
• Reaches negotiated positions, through compromise, which lead to the achievement of the required outcomes.

http://www.apsc.gov.au/publications-and-media/current-publications/senior-executive-leadership-capability-framework