OK, I'll bite on this one - as a Data Strategist, I can't really avoid it! Prediction (predictive modelling, oracling, etc) is but an eye on the future, with vision that gets blurred. Modelling on social networks can be done (I've done it in a forensic space on email) - privacy is a constraint on that data. However insightful it may be, it's not what you can see (via prediction) that matters. It's what you do! If the value at risk is "this big" or the opportunity is " this many dollars", actions are needed to realise the opportunity and mitigate the risk. In modelling terms this is about testing your options (with an informative test framework), and costing the the options against their expected success, and assuming the future will be somewhat like the past (to keep the test findings valid). The inventive part includes coming up the options, and which customer attributes to include (including social network connections, contexts and attitudes, as well as the usual demographics and behaviour measures). Tom.

excellent bite!Id also add that insight -- as in motivation and understanding play a key role

Motivations and understandings are ideal insights. Sadly these "why" insights are like psychophysics - inside the head of the consumer. Marketing research tries to tell us what those insights are by asking the consumer (and then projecting the responses into the future). Modelling from customer or prospect data tries to relate behaviour with future actions, and avoids pretending it is answering "why" questions. Can we do better than this? Sometimes research data and customer/prospect data can be fused. Sometimes empathy is the best approach. Sometimes experience counts. Or persistence (like the hula hoops). I wish I had a better answer than this.

Fusion is the key. You know I bought a book -- now understand why. A gift? for my daughters school paper/ To read on a plane? each takes you to a different motivation.

David, I certainly agree with your description. This fact, that relationships are indeed local, has made the task of mastering relationship building more challenging, some might say daunting, Globalization has exposed each of us to each other, and thereby created fertile ground for new relationships. However, since relationships are local, it has made the demands (in terms of time and effort) of those of us trying to build on these new relationships so much more challenging.

Expectations is all there is. I honestly feel that it is time we need to understand and utilize this necessary evil with appropriate expressions. I mean after reading the post I simply recollected my English teacher, Brother Kyle. He used to say, “Focus to the subject and keep it short and simple.” This golden rule has kept me afloat all these years and am proud to see it put so effortlessly by you...

In the beginning of a client relationship, or the first wave sales pitch, simplicity is gold. One experienced communications coach around here talks about "crimes of passion" - meaning not knowing what to omit and not being able to omit. This gets you off message and clients get distracted, bored and confused. However, later in the relationship with the client, complexity takes over, and dialogue gets sophisticated. Maybe the professions (who, after all controls the agenda) wanted brief because that forces the students to pull out the important parts. Ie, after simplicity and some happy engagement, things get more interesting.

I MEANT to type: Maybe the professOR (who, after all controls the agenda) wanted brief writing because that forces the students to pull out the important parts. Ie, after simplicity and some happy engagement, things get more interesting. The typo raised the issue of professions (and professionals) controlling the agendas. In a lot of orgs that doesn't seem to be the case any more (fortunately). Meetings seem to run better - more succinct and focussed - nowadays (or it is just me who thinks this)?

http://www.nytimes.com/2007/11/11/fashion/11guru.html?ex=1195794000&en=9b22cfb9f7cb6238&ei=5070&emc=eta1