The Two-Second Advantage: How We Succeed by Anticipating the Future--Just Enough [Rilegato]

Provides a clear vision for how the successful organization of the future will use data strategically to form distinctive competence. The authors believe future computer systems need to evolve to approximate human brains, which do not need to process instructions serially and can synthesize past experience and sensory input in real-time to make and act upon predictions. The result is more effective performance.

They use a sports metaphor that resonated with me -- just like Wayne Gretzky seemed to know where the hockey puck WOULD be two-seconds before his defenders did , organizations will be able to spot an unhappy customer before he defects, a terrorist before he acts, traffic accidents before they materialize and heart attacks in patient before they occur. Significant research is cited linking computer science and neuroscience -- very interesting material.

Ranadivé and Maney tacitly acknowledge privacy and "Big Brother" issues a bit, but seem to dismiss these concerns somewhat casually. Imagine, for example, insurance companies, universities or human resource personnel using predictive technology to reject potential applicants? This angle wasn't explored sufficiently and it made for a more evangelical technology read, rather than an objective cultural examination of the implications of this technology. Reader beware ...

Looking at the rating given by other folks, I think my expectations were quite different from this book. Enabling me how to get 2 second advantage in atleast 1200 seconds of reading. Few pages are dedicated to the story of Wayne Gretzky's brain functioning how he skated to where puck was going to be and all the intricate functioning of brain. Another example was how someone just had a glimpse of city from sky and drew the picture with amzing detail. How NYPD folks are using software to deter crimes by writing code himself in the begining. All good, but too many of such examples. My frustration was I was waiting for 2+2 to become 4; authors have great examples, but for me, it was beating around the bush. If you are building an application with business intelligence, it may give some ideas what other people are doing or thinking but I wasn't satisfied book is loaded with supporting material only. Could not offer more than 2 stars.

At least a century ago, Oliver Wendell Holmes observed, "I don't care a fig for simplicity on this side of complexity but I would give my life for simplicity on the other side of complexity." I was again reminded of that observation as I began to read this brilliant book in which Vivek Ranadivé and Kevin Maney explain how and why we can achieve success (however defined) by anticipating the future "just enough." The book's title refers to what is often the difference between success and failure. However, with all due respect to the co-authors' intentions, I do not think the greatest value of this book can be measured in terms of time; rather, in term of proceeding from the simplicity of raw impulse through the complexity of probable implications, multiple perspectives, and potential consequences to "the other side of intuition" where correct decisions can be made almost spontaneously. The U.S. Airways pilot, Chesley Burnett ("Sully") Sullenberger III, who successfully ditched US Airways Flight 1549 in the Hudson River off Manhattan, New York City, on January 15, 2009, offers an excellent case in point. Once aware of the circumstances, he made the correct decision with little (if any) consideration of options. The same is true of countless other airline pilots as well as diagnostic surgeons (especially in hospital emergency rooms) and military leaders in combat who quite literally must make life-and-death decisions.

Long before Malcolm Gladwell published an article in The New Yorker that was later developed into a book, Blink: The Power of Thinking Without Thinking (2005), Michael Kami (in Trigger Points, 1988) and then Andrew Grove (in Only the Paranoid Survive, 1999) explained how and why, as Ranadivé and Maney describe it, "judgments made in two seconds are often more accurate than those made after months of analysis." For decades, we have known - as revealed by a wealth of research in psychology and behavioral economics on the adaptive unconscious -- that mental processes can work rapidly and automatically from relatively little information.

However, there is an "if" (a HUGE "if") and it is this: Those who wish to develop a more predictive brain, one that can quickly process huge chunks of information, and then act upon that information, must be willing to commit the time and the attention required. That's what Sullenberger demonstrated when deciding to land the plane on the river. Wayne Gretzy always claimed that his advantage was knowing where the puck would go. Larry Bird describes his advantage differently but makes the same point: "When I'm playing basketball, everybody else seems to be moving in slow motion." It probably took all three about 10,000 hours of highly disciplined, iterative practice under strict, expert supervision to develop that capability...plus some luck such as being in the right place at the right time, with the right support, while developing various skills under the right conditions.

That said, the fact remains that few people are prepared to make such a commitment of time and effort and even if they did, it is possible but unlikely that they could achieve success comparable with what super talents such as Gretzky, Bird, Bobby Fischer, Michael Jordan, and Yo Yo Ma have. However, Ranadivé and Maney are convinced (and I fully agree) that many of those who read this book with appropriate can, over time, work their way through the complexity to a point at which they have increased their predictive talent. How? By increasing their knowledge and understanding of previous efforts (i.e. what works, what doesn't, and why), by strengthening their ability to recognize early-indicators of imminent probabilities (e.g. a quarterback "reading" a defense to know what to do next), and sharpening their ability to identify root causes after recognizing symptoms (e.g. an ER physician diagnosing a stranger who is near death after an traffic accident). The process of personal development that Ranadivé and Maney explain can be completed by almost anyone, anywhere, whatever the given circumstances may be.

A brief commentary such as this can hardly do full justice to the wealth of information, insights, and wisdom that Ranadivé and Maney provide. I also wish to commend them on the lively style with which they present their narrative. To those who read this commentary, I offer two assurances. First, any limits on your development - one that is guided and informed by the material in this book -- will be self-imposed. The two-second advantage must be earned and there are no short cuts. Also, the opportunities for applying what Vivek Ranadivé and Kevin Maney offer throughout any organization are unlimited, whatever the size and nature of that organization may be.