MARCH 2019 / NO. 1
TAGS: SIPS, STRATEGIC INFLECTION POINTS, ANDREW GROVE, INTEL, IKEA, ACCELL-GROUP, UNILEVER, OCE-CANON, KRAFTHEINZ, AIR FRANCE-KLM, PHILIPS, PREDICTIVE, FORESIGHTS, CRUDE OIL, NATURAL GAS, TOTAL, SHELL, BP, CONOCO, ENI, ENEL, VOPAK, OPEC

How many SIPs does your organization face?

WHY so many companies neglect the dynamics of future change, foreseeable trends, grey swans, gray rhino’s. WHO in the organization is accountable?
There are moments in any business when massive change occurs, when all the rules of the business shift fast, furiously and forever. We call these the “Strategic Inflection Points”
Strategic Inflection Points, SIPs, are an creation of former CEO and Founder of Intel’s Andrew Grove. SIPs are not always easy to spot, but you can’t hide from them. Intel’s first SIP was when the Japanese started producing better-quality, low-cost memory chips. It took Intel three years and huge losses to recognize, to rethink and to reposition the company to become, once again, leader in its field. Let’s take some recent examples of SIPs at various other companies:
  • IKEA: “We missed e-commerce”. We had a look at Amazon and developed a new strategy in 2018
  • Accell-Group: They lost market share from 42% to 24% in 2-3 years, because they missed new market developments & trends
  • Unilever: Initial pressure of Kraft Heinz forced them to act in 2018
  • Oce-Canon: Seven years out of nine ‘losses’ this decade. New CEO in 2019: “We have to give priority to the interests of the company in stead of discord or personal interest”
  • Kraft Heinz: The ‘king of cost cutting’. Misses trends of healthy food and sustainability. Share price dropped from $ 96 in 2017 to $ 38 end of February 2019
  • Air France – KLM: Power maximization above profit maximization, glory & esteem versus making it happen, strategy of confrontation versus strategy of consensus
  • Philips: “We have strengthened our competitive position”. Siemens reaction: “We didn’t notice this”, November 2018
New strategy development, models and tools feeded with strategic intelligence creates the insights and foresights of the ‘Strategic Inflection Points’.

Predictive Foresights

On January 1st 2019, we published our Predictive Foresights Report on the Petroleum Sector. This report contained ‘Predictive Foresights’ on Crude Oil, Natural Gas and Total S.A. in January 2019. At the end of that month we were happy to see our ‘Predictive Foresights’ hit our accuracy target of 65+ percent preciseness. ‘Predictive Foresights’ on Crude Oil for the month January is shown in the graph below. The Blue line shows the real time price against the ‘Predictive Foresight’ in Red. Keep in mind, it is the “turning points” & “direction” that we are looking for, not the amplitude/height.

On March 1st, we updated our Predictive Foresights Report on the Petroleum Sector towards the end of March 2019. We have sent our insights and predictive foresights to Shell, Total, BP, Conoco Phillips, Eni, Enel, Vopak and OPEC. These ‘Predictive Foresights’ can be done on many other topics such as for instance:
  • Grains (Corn, Soybeans, Wheat etc.)
  • Meats (Live Cattle, Lean Hogs, Feeder Cattle etc.)
  • Softs (Cocoa, Coffee, Cotton, Lumber, Orange Juice, Sugar etc.)
  • Precious & industrial metals (Gold, Silver, Copper etc.)
  • Indices, Forex, currencies, notes, stocks & sectors
  • Cryptocurrencies (Bitcoin etc.)
  • Crimes (Burglaries, Deceptive Practices, Narcotics etc.)
  • … and numerous other sectors of industry and more
Predictive Foresights 3-4 weeks in advance with 65+ percent preciseness! If we are bankers, you speak of foreknowledge. It’s all based on the identification of ‘rhythmically non-chance events’ or ‘predictive cycles’ detected in data-sets, all based on 80+ years of scientific research. Computer power combined with algorithms enable us to deliver preciseness of mega trends and beyond.
If you like to have more information on our Predictive Foresights Premium Service and how we can integrate this into your business, please feel free to contact us at or online here.
“If any one idea about leadership has inspired organizations for thousands of years, it’s the capacity to hold a shared view of the future we seek to create”, Peter Senge
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