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Ragvir Sabharwal on building strong analytical foundations for the next generation

Shamita Harsh — Wed, 15 Jan 2025 12:14:02 +0000

Ragvir Sabharwal on building strong analytical foundations for the next generation

Shamita Harsh Wed, 15/01/2025 - 12:14

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As a senior teaching fellow at 91��ɫ Business School, Dr Ragvir Sabharwal teaches probability, statistics, and econometrics to students on the BSc Economics, Finance and Data Science (EFDS) and MSc Business Analytics programmes. He also serves as Head of Year for the EFDS programme, guiding students through one of 91��ɫ’s first-of-its-kind degree with a uniquely modern curriculum.

From high-dimensional data to classroom impact

Combining methods from statistics and economics, Dr Sabharwal’s research focuses on developing models that help analyse complex, high-dimensional data over time. His doctoral work in the Department of Statistics at the London School of Economics and Political Science (LSE), funded by the Economic & Social 91��ɫ Council, advanced methods for estimating dynamic factor models and detecting structural instabilities in large datasets.

This work contributes both to the theoretical foundations of econometrics and to practical applications in macroeconomic and financial analysis. For example, his research demonstrates how sudden shifts in economic or financial systems can be detected in real-time, enabling models to quickly recalibrate and forecasts to remain accurate even through periods of macroeconomic instability.

Before moving into academia, Dr Sabharwal worked for several years as a competition economist at a leading economic consultancy, advising on antitrust cases in the UK and Europe. This professional experience grounds his teaching in real-world applications, giving students insight into how econometric and statistical tools are used in practice.

Dr Sabharwal has developed and delivered a wide range of courses in statistics, econometrics, machine learning, and causal inference, both in-person and online. He has taught students at BSc, MSc and PhD levels. His consistently outstanding teaching evaluations and multiple teaching awards highlight his ability to make complex quantitative concepts accessible and engaging for students from diverse educational backgrounds.

What excites him most is shaping how students approach data-driven questions early in their studies: “Helping students build strong analytical foundations right from the outset is incredibly rewarding. Rigorous early training will be invaluable in shaping how they’ll approach data-driven decisions throughout their professional lives.”

An academic journey through economics and statistics

Dr Sabharwal’s path reflects a deep commitment to both economics and statistics. He obtained two MSc degrees, one in Economics and another in Financial Statistics from LSE, before completing his PhD in Statistics there. His doctoral thesis developed new tools for handling high-dimensional time series data, tackling challenges that traditional models cannot easily address.

At 91��ɫ, Dr Sabharwal combines his research expertise with his passion for teaching, shaping the next generation of data-savvy economists and analysts. By fostering strong foundations in statistics and econometrics, he aims to prepare students not only to succeed academically but also to become thoughtful, rigorous decision-makers in business, policy and beyond.

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Dr Sabharwal’s teaching focuses on equipping students to think rigorously about data and its role in decision-making

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How to use analytics to play darts like a pro

Martin Haugh — Mon, 21 Oct 2024 11:47:42 +0000

How to use analytics to play darts like a pro

Martin Haugh Mon, 21/10/2024 - 11:47

21 October 2024

For the first time, new research from 91��ɫ Business School demonstrates how to calculate the optimal darts strategy.

From expected goals in football to biomechanics in cricket, sport is undergoing an analytics revolution. No discipline is untouched by a newfound focus on statistics, and this includes darts – a game which has undergone a rapid journey from pub activity to global primetime.

In darts, two players alternate taking turns of three successive throws. The goal is to get from 501 points to zero before your opponent, with the final throw hitting a double. To date, however, analysis of darts has focused on the individual getting from 501 to zero in as few turns as possible, which isn’t quite the same thing. Our research is the first to account for this subtle difference by modelling darts as a dynamic zero-sum game.

Strategic play

In other words, when computing a player’s optimal strategy we ought to take the opponent’s score into account. This is particularly important towards the end of a game, when a player could choose to aim for the double bullseye – a region worth 50 points that counts as a double, but is considerably more difficult to hit than other doubles.

Whether choosing this high-risk, high-reward option is optimal depends on the opponent’s score. If the opponent is likely to win next turn, it’s more likely to be worthwhile. Conversely, if the opponent has a high score remaining and is unlikely to win next turn, it might be better to take a safer option and aim for an easier double on the next turn.

By analysing data from professional players, we were able to develop a model to calculate a player’s optimal strategy for this type of situation. To illustrate this, we compared two hypothetical situations. In both situations Player A is on a score of 50 with one throw left in their turn. In the first situation Player B is also on 50 and in the second Player B is on 150.

No discipline is untouched by a newfound focus on statistics

We can calculate Player A’s win-probability as a function of where on the dartboard they target the final dart in their turn. In one situation we assessed, for example, it is much more advantageous for Player A to be aggressive and aim for the bullseye, as it gives a win probability of 46.8 per cent compared with much smaller win probabilities for any other region of the board.

In the second situation we looked at, however, a defensive approach offers a superior win percentage of 78.6 per cent if Player A aims for single 10, as this leaves them with three throws at the easier-to-hit double 20 on the next turn. This is because Player B is far less likely to win on their next turn, so Player A is likely to have another turn and therefore another chance to win.

We found that playing strategically in this way gives the typical professional player an increased chance of victory of between 0.2 per cent and 0.6 per cent in a single game (also known as a "leg"), compared to using a strategy that ignores the opponent’s score. Over a longer match (e.g. best of 35 legs), however, this can be as high as two to three per cent – a significant edge for professional players.

Skill factor

However, this does not take into account variations in skill between different players. In practice, skill levels vary with the target region (e.g. players practise targeting triple 20 more, so can hit it more easily than other triples) and the individual player (e.g. one player might be better at hitting certain regions than others).

As we did not have data for every player–target combination, we applied empirical Bayesian methods to fill the gaps, allowing us to fit a skill model for each player. We then used this to analyse real-world situations.

For example, in a 2018 match between Gerwyn Price and Peter Wright, Wright was on 18 and Price was on 20. It was the beginning of Wright’s turn and the most obvious strategy was to aim for double nine to win the leg. Instead, he aimed (successfully) at single two, then needed to hit double eight with one of his next two throws. He missed both of those, and Price then won the leg.

When computing a player’s optimal strategy we ought to take the opponent’s score into account

Commentators questioned Wright’s decision not to use all three throws to aim at double nine. However, according to our skill model, what he did was indeed the optimal strategy for him, with a win percentage of 71.4 per cent when targeting single two with his first dart versus 70.5 per cent if he targeted double nine.

Interestingly, when we applied the same situation to a different player – Michael Smith – our model recommended the double nine approach, with a win percentage of 77.8 per cent compared to 70.3 per cent. This is because Smith is more adept at hitting double nine than double eight, while the opposite is the case for Wright.

This suggests experienced players are well aware of their own relative strengths and weaknesses. Our skill model effectively makes this instinctive knowledge visible, unlocking one of the key mysteries of the game – how and why the top players play the way they do.

This article draws on findings from "Play Like the Pros? Solving the Game of Darts as a Dynamic Zero-Sum Game and An Empirical Bayes Approach for Estimating Skill Models for Professional Darts Players" by Martin B. Haugh (91��ɫ) and Chun Wang (Tsinghua University).

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How to create more effective marketing strategies with data

Stephan Seiler — Thu, 13 Jun 2024 11:05:22 +0000

How to create more effective marketing strategies with data

Stephan Seiler Thu, 13/06/2024 - 11:05

14 June 2024

For a long time, academics and marketers have struggled to directly observe the consumer's "journey". But all that's changing, thanks to the availability of pre-purchase data.

Our understanding of pre-purchase behaviour changed almost overnight with the advent of the internet and the growth of online retailing. Since then, the search processes of consumers have become increasingly observable, from the virtual stores and review sites they visit to the products they browse, all in seconds from the comfort of their own homes.

Search data can even drill down into the detail of the clicks they made and the length of time they spent in making their purchase decision. This has opened the door to a far better understanding of consumer behaviour and targeted marketing strategies based on this data.

Our research takes stock of how pre-purchase data has been used by academics and marketers and highlights opportunities for its future use as the quality of data improves.

Why data matters

There are two important areas of marketing decision-making where search data is particularly useful. Firstly, it tells us a lot more about a consumer’s preferences than just observing the purchase. Most consumers compare at least a few products before making their decision and search data allows us to see specific pairings which are clearly viewed as similar products.

It also allows us to see the key product features that assume the most importance in the purchase decision and other aspects of the process, for example the outlets customers considered and to what extent price or other factors played a part. Search engine data can even show us when consumers visited review sites to aid their decision-making. This is important information for recommendation systems or pricing decisions.

We expect data quality in offline retail to increase soon, allowing managers and researchers to study offline pre-purchase behaviour

Secondly, the new data on search behaviour confirms that consumers search very few products before making a purchase, typically only two or three. This not only allows firms to shape which products consumers discover through marketing activity such as product rankings online or preferential shelf placement in a physical store, but it makes this activity crucial in bringing relevant products to a consumer's attention.

If consumers do less research before their purchase, product visibility assumes greater significance; if a firm's product isn't seen quickly, it may not be seen at all. This type of data allows marketers to put their products in front of those consumers most likely to buy them, and establishes how strongly individual marketing actions impact search behaviour, as well as purchases.

More recently, regulators have also taken an interest in such data and analysis because they worry that retailers will display their own products more prominently on their webpage. Pre-purchase data, and information on how consumers react to changes in product rankings, can show us how detrimental this type of retailer behaviour is to consumers.

Tracking consumer behaviour in physical stores

Off-line retailing presents more of a problem as it's far more challenging to track a customer's search and purchase journey through what could be a number of physical stores, reviewing comparable products, then checking their requirements are met, before making a final purchase. In the future, stores might be able to track consumers using their cell phones, but this does not yet provide accurate enough location data to see the route customers took through a store, where they stopped to browse products or which products caught their attention.

If consumers do less research before their purchase, product visibility assumes greater significance

Eye-tracking technology (both on- and off-line) can also provide important data for marketers, but this can only be done in a research environment where the customer is fully aware that their behaviour is being analysed, which in turn can skew results. However, we expect data quality in offline retail to increase soon, allowing managers and researchers to study offline pre-purchase behaviour in an equally comprehensive way as is currently possible online.

Pre-purchase behaviour has already become a key tool in the retailer's armoury and an important factor in building an effective marketing strategy. In the online world it's likely that this will become even more sophisticated as technology continues to evolve and the proportion of customers shopping online increases.

The same is true in the off-line world, as the tracking data on mobile phones improves – although it will always lag behind. Perhaps those retailers – supermarkets in particular – that straddle both worlds will benefit the most.

This article draws on findings from "Consumer search: What can we learn from pre-purchase data?", by Elisabeth Honka (UCLA), Stephan Seiler (91��ɫ) and Raluca Ursu (NYU Stern).

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Slighted customers can do a disproportionate amount of damage to a business – particularly in the age of social media. So, what's the best way to respond to negative reviews?

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The Fifth Industrial Revolution and finance: insights from Naveed Sultan

Michael Mills — Fri, 12 Jan 2024 14:01:24 +0000

The Fifth Industrial Revolution and finance: insights from Naveed Sultan

Michael Mills Fri, 12/01/2024 - 14:01

22 January 2024

Naveed Sultan, Professor of Practice at 91��ɫ Business School and former Chair of Citi’s Institutional Clients Group, shares his insights into how data and technology are transforming finance and business, and what challenges and opportunities this presents

With over 30 years of experience in global banking and finance, including as Chair of Citi's Institutional Clients Group, Naveed Sultan has been at the forefront of digital transformation in the financial sector. Now a professor of practice at 91��ɫ Business School, he sat down with us to discuss how technology is changing finance and business.

What opportunities does financial digital transformation offer to businesses?

The world is going through a major transition, which some observers are calling a fifth industrial revolution. Large parts of the economy are being reorganised, new business models, ecosystems and platforms are emerging, and lifestyles are changing.

Digital transformation, as the deployment of a range of technologies to create better economic and societal outcomes, is part of this, with data at its core. For the finance function within a business, if you can get data promptly and accurately through technology, with the right analytics, you can make better decisions and create better outcomes.

In time, these processes can make organisations more productive, efficient and accurate, and provide a greater level of confidence in their underlying activity, particularly from a compliance and risk perspective. The greater the confidence organisations have in their core processes and their operating and business models, the greater the confidence they have in doing business with clients.

How is this playing out in the financial sector?

We can split the sector broadly into two camps: new fintech players such as Stripe, Square and Revolut, and established banks. On the consumer side, there has been growing competition between the two, but on the institutional side there’s actually greater collaboration.

Fintech firms need access to banks’ customers, while banks themselves see that fintech solutions can deliver better results for their clients. This has led to incumbents in the sector taking equity positions on emerging fintech players or buying them outright.

This allows banks to offer a better, more innovative and efficient proposition to their clients. And, as fintech firms become more successful, their valuations go up and banks benefit from investing in them.

What should businesses be aware of when planning digital transformation?

Whenever new technologies come up, there is a natural tendency to deploy them in the current operating model or on top of legacy systems, without considering the underlying core processes, or the organisational, cultural and talent implications. Generally, this is unlikely to be successful.

Businesses have to first reorganise how they work, in a holistic way. They need strategic commitment from senior management, the right talent to manage data and deploy new technology, and plans in place to change culture and staff mindsets. Only when these key organisational and cultural requirements are met will a business be ready for technology-led change.

And from a society-wide perspective too, we need to start seeing digital transformation not as a technology issue, but as a policy, strategic, cultural and organisational issue. All economic actors need to operate in alignment for an optimal transition, both economically and societally.

What role are specific technologies such as blockchain and AI playing in financial digital transformation?

At the surface level, they are already increasingly important. For example, blockchain provides smart contracts, improved supply chain management and greater transparency in transactions, while AI offers better risk management, fraud detection, algorithmic trading and personalised customer experiences.

However, there is often an inflection point when technologies work in combination. So, when AI and blockchain are combined, we can see, for example, cross-border tokenisation of securities with smart contracts and enhanced fraud protection – something that combines the technologies as more than the sum of their parts.

Mr Sultan, thank you for your time.

About the expert

Professor of Practice at 91��ɫ Business School since 2023, Naveed Sultan is Co-Director of the School’s Centre for Financial Technology and co-founded the Centre for Responsible Leadership.

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How data science can boost your chances of finding a date

Fanyin Zheng — Tue, 05 Dec 2023 14:28:42 +0000

How data science can boost your chances of finding a date

Fanyin Zheng Tue, 05/12/2023 - 14:28

6 December 2023

Online dating can be frustrating and time-consuming, but not anymore. We’ve developed new algorithms that make finding your perfect match easier and more enjoyable. Here’s how we did it.

Finding love is difficult enough without having to fathom how well dating services are doing their job of providing the perfect match. Today, this delicate task is one often left to algorithms – the “secret sauce” of hundreds of dating platforms serving millions of people around the world. But match rates across the online dating sector are often dismal. Luckily, for the many individuals who bemoan their unsuccessful sorties into the dating market, there is good news.

We’ve delved into the inner workings of algorithms used by a leading dating app and overhauled the technology – with happy results. By creating new algorithms more tailored to the individual, we’ve succeeded in increasing the number of matches by close to 30 per cent. This has wider implications for any businesses that rely upon algorithms to match customers in a two-sided market place.

How we cracked the code of dating app algorithms

Online dating is today worth $12 billion worldwide, and it’s one of the most common ways people meet their partners: in the US, some 65 per cent of same sex couples, and 39 per cent of heterosexual couples met online, research from 2018 shows. After lockdowns eased, dating app downloads soared.

But companies guard the finer details of the proprietary technology used to suggest potential dates. On the leading US platform with whom we collaborated, both users must declare they like each other for a match to be made. But most platforms don’t run every potential candidate past every other user – that would simply exhaust them. Instead, they limit the number of profiles a user sees; our partner shows a maximum of nine a day to each of its 800,000 users.

The more matches individuals have achieved in the recent past, the less likely they are to like profiles in the near future

By unpicking data held by our industry partner, we were able to understand the workings of their algorithm. This company uses profiles created by the individuals when they sign up – giving information about their age, gender, height, religion, education, location and more. They can also declare their preferences. When tastes converge, there’s a match. Note this model differs from the decentralised algorithms deployed by apps such as Tinder, which learn from users’ online behaviour.

The three keys to better dating matches

What we’ve done is to rejig the workings of this algorithm to bring in three major changes.

Firstly, we have succeeded in tailoring choices so that they are more personalised and granular. Currently, this platform applies a filter based on the user’s stated preferences and the platform’s broad assumptions – people with a degree will only be interested in others with a similar education, or of a similar height, or ethnicity, or interest in music for instance. But love may be hiding in unexpected places. Our algorithm allows for more nuance and different possibilities.

We’ve succeeded in increasing the number of matches by close to 30 per cent

We’ve also taken into account whether any "like" will be reciprocated. Half a match isn’t enough. Because our algorithm can also account for the recipient’s tastes, it makes a more judicious daily selection, making better use of the limited slots available for potential profiles, and increasing the chances of a match. Remember that individual users only see a limited number of profiles a day.

Our third innovation has been to understand and account for what we call "the history effect", which looks at a user’s recent activity on the app. The more matches that individuals have achieved in the recent past, the less likely they are to like profiles in the near future. What they experienced on the platform in their previous session will affect how they behave in the next, and we adjust for that. This may be down to feeling overwhelmed by the number of potential matches, or indeed there may be other factors at play. The more likes they get, for instance, the more attractive they might feel, and the more picky they may become.

How our algorithm performed in the dating market

Testing our algorithm in the real world is fraught with difficulties. These are real people seeking real relationships and we must tread carefully. We can’t dictate how they will react, and there’s no way to conduct a precise controlled experiment with like-for-like individuals.

But we were able to put the algorithm through its paces in a number of ways: firstly with a simulation using the platform’s data from activity of selected users based in Houston, Austin and Dallas – the three largest cities in Texas – over six months. It must be noted that all our experiments took place among heterosexual daters, who represent more than nine in 10 users in these environments. By simulating how individuals would react by using our algorithm, we were able to show a marked rise in the number of matches – enough to convince the dating platform to try it out in the real world.

Our algorithm allows for more nuance and different possibilities

And there, results were even more pronounced. We were able to test the new algorithm on individuals who used the app over a week in Houston. To gauge its performance, we compared the dating activity in very similar conditions in Dallas and Austin over the same time – and we saw a significant rise in the number of matches between Houston daters. In all, these experiments revealed a rise of at least 27 per cent.

Not only is this great news for those trying their luck in the dating market, it’s good news for companies seeking to improve their search and recommendation options. Our algorithmic experiments are broad enough to allow this innovation to be deployed in other two-sided markets, such as ride hailing apps and online work platforms. More personalised technology, better knowledge of the other party, and more oversight of recent online activity makes for success in dating, and elsewhere.

This article draws on findings from "Improving Match Rates in Dating Markets Through Assortment Optimization" by Ignacio Rios (The University of Texas at Dallas), Daniela Saban (Stanford University) and Fanyin Zheng (91��ɫ).

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Expert Q&A: Is AI going to save us or kill us?

Evie Burrows-Taylor — Mon, 12 Jun 2023 13:50:05 +0000

Expert Q&A: Is AI going to save us or kill us?

Evie Burrows-Taylor Mon, 12/06/2023 - 13:50

12 June 2023

World Economic Forum Fellow and Visiting Lecturer at 91��ɫ Business School Dr Catherine Mulligan explores what AI means for society

A new dawn or the beginning of the end of human civilisation? Artificial intelligence (AI) has been called each of these. And in the months since the AI-powered chatbot ChatGPT was released, it’s been impossible to avoid articles about the technology’s significance and likely impact on our everyday lives, as well as the future of the human species.

Here, World Economic Forum Fellow and Visiting Lecturer at 91��ɫ Business School Dr Catherine Mulligan explores what AI means for society.

1. Some have claimed AI will have a positive impact on areas as varied as wildlife conservation, hate speech and clean energy – is this realistic?

This is not the first time we've heard technology is going to save the world: we saw it with mobile networks, broadband, the Internet of Things and blockchain. Like those, AI is a tool that can be used for good, as well as bad.

However, all digital technologies come with something that we are a little bit less prone to talk about, which is unintended consequences. AI can, and will, help us solve all the issues you mentioned, as long as we remain cognizant of the possible negative side effects – and work to solve them.

2. Where could AI make its greatest positive impact?

In an era of climate change, the greatest thing we can do with AI is reduce humanity’s environmental impact. One way that this can be done is if we use it to remove inefficiencies within industries such as the energy industry. I also believe AI can help us design and deliver more efficient solutions for education, research and industrial structures.

One thing I'm working on a lot at the moment is digital measurement, reporting and verification for carbon markets. I'm looking at how we can measure environmental impact with AI, which is essential because the models are very complex.

We're also seeing AI being used in very large-scale supply chains to reduce environmental impact, as well as to improve systems design. Another area where we’ve seen a lot of developments with machine learning, which will rapidly move into AI, is healthcare.

3. Where do you think AI’s greatest negative impact will be seen?

I'm not the sort of person who’s overwhelmed with the negative side: AI won't kill us unless we let it. Having said that, we're already seeing some of the downsides.

An obvious one is the manipulation of the social digital sphere, with things like deepfakes and the amplification of hate speech. Everyone is concerned about AI ethics, but there’s also a critical discussion to be had about whose ethics will be applied. For example, a lot of this is driven by which countries are developing the technologies, while others, who use the technology, don’t have a huge amount of say in how things are developed and implemented.

There’s a lot to consider including how to protect elections, as well as how to educate people who've never seen a world where these things don't exist. We need to think about how to explain what truth is to the next generation – as a result, AI forces us to think a lot about what truth really is.

4. Should people be worried about their jobs?

We won‘t see it immediately but jobs are going to transform rapidly. For example, you can already use ChatGPT very effectively in education, with AI able to provide a very good summary of different subjects such as leadership literature. What it isn’t able to do is build a curriculum that combines multiple disciplines together and applies them into another area such as sustainable development – yet.

So, while there will be a rapid transformation, there’s still plenty of space for humans, who will be able to evolve their careers by bringing several disciplines together effectively to solve problems – known as “boundary spanning”. This is going to challenge us to think about what it means to be human, including redefining our role in the workplace.

5. Do you think businesses are ready for the downsides of AI?

Yes and no. When you talk to senior executives behind closed doors, they all know what's going to happen as a result of AI. The really good ones will admit this to staff and work to retrain them. When I started working with one company, they had about 7,000 staff running certain parts of their system – that’s now down to 25.
I wouldn't say the business world is entirely ready, but it understands what's coming.

6.In your opinion, how should we be preparing for AI?

We could easily start to replace some of parts of the C-Suite with really good, forward-looking AI, so I think there should be honest discussions at an executive level. In the UK, most executives tend to not have digital experience: CFOs often become CEOs. Companies therefore need to get people with excellent digital expertise into their executive suite and allow them to help cope with developments in AI.

Businesses also need to consider what it means for the average employee, which means asking more than just what can be automated. Again, I think the key issue in the face of AI is boundary spanning: executives who can show they’re incorporating AI into part of their company to open up a new market, or enter adjacent markets for example, will be extremely valuable.

7. Overall, do you feel optimistic about the potential of AI?

I'm very optimistic about the future of technology but I'm increasingly worried about human beings applying it without real depth of thought.

We need to pause and think before we execute some of these digital solutions because it’s critical we get this right. The societal and the environmental implications of what we're doing are crucial – not just for companies – but for every single organisation across the world right now.

This article draws on the theme of 91��ɫ Business School’s Social Impact Day 2023 “AI for Society: A Problem or Solution”. Dr Catherine Mulligan was a panelist at the event.

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Why did Google+ fail?

Andre Veiga — Fri, 23 Sep 2022 14:53:12 +0000

Why did Google+ fail?

Andre Veiga Fri, 23/09/2022 - 14:53

3 October 2022

Despite offering an arguably better experience, Google’s social network failed to unseat Facebook. Dr Andre Veiga examines why, and what it tells us about how social media users deal with choice

If you told students the same class was on down the hall, but with free pizza and coffee, they would up sticks and move without being asked twice. But why don’t we show the same mobility when it comes to social networks? Even if there might be a better experience on offer, people tend to stay put.

Consider the example of Google+, the tech giant’s attempt at a social network to rival Facebook. It launched in 2011, only to struggle over the years to acquire users, despite offering, as some argued, a better experience. Google finally consigned it to the corporate graveyard in 2019. This illustrates the advantage of established technology networks with the lion’s share of users: they retain the upper hand. Economists call this “incumbency advantage”.

This incumbency advantage of tech giants unsettles regulators and arguably makes for a poorer experience for individuals. If incumbent platforms know they are unlikely to lose users, they have little incentive to charge low prices and provide high quality.

How big is the incumbency advantage?

Why are individuals so reluctant to leave an established social network, even if there’s something better over the way? Some attribute Facebook’s staying power to Mark Zuckerberg’s talents, the superiority of the product, or better data. We have used a mathematical model to shed additional light on this question; our model allows us to understand how much better a new network must be before users choose to leave the incumbent platform. Or in other words, how much incumbency advantage matters.

One crucial feature of platform markets that we are considering is that people enjoy being where others are (what economists call “network effects”). Individuals enjoy using Facebook because lots of other people also use that network – people want to remain in the same network as each other.

Our model shows how these network effects make it unlikely individuals will leave an incumbent network. Imagine, for instance, a user debating whether she should switch from Facebook to Google+. Perhaps Google+ is better in terms of speed and user interface, but – as one unkind commentator described – the experience is like a tumbleweed blowing through the desert. This means she will delay moving to Google+ and continue using Facebook, knowing she can switch at any time. If all users make the same decision, no one ever switches to Google+.

Users behave like a large group of pedestrians trying to cross a busy road. In dribs and drabs or one at a time, they are unlikely to risk it. They’re far more likely to be successful if they’re inspired to cross together. Everyone ends up staying on the same side of the road, waiting for someone to take the first step. The same will hold true for moving social networks, according to our model. This reluctance to switch is perfectly rational from an individual viewpoint, but it ends up harming the group as a whole.

Guidance for regulators on social media

Surprisingly, our model shows the more opportunities there are to switch platforms, the less likely it becomes that individuals will make the move. Suppose an individual only remembers to check Google+ once a year. If she doesn’t switch at that time, and Google+ becomes extremely popular, she might miss out on the advantages of the new network for an entire year. Suppose now that individual checks every hour. She’ll then be extremely comfortable with delaying a decision since she can change her mind soon. Paradoxically, more frequent chances to migrate can increase incumbency advantage.

Our model yielded another insight: the more opportunity people have to be on several platforms at once (commonly known as “multi-homing”), the more likely they are to migrate across platforms. Multi-homing makes it less costly to take that initial step, because you can be in two or more places at once. Our model highlights the positive impact of multi-homing on competition. Regulators should keep in mind the importance of features such as data portability among platforms, or the ability to conduct business on different platforms.

Interestingly, our theory shows too that, if platforms can commit in advance to limiting numbers who may sign up, this too spurs individuals to join. Fear of missing out may be a strong motivation: there’s a risk they won’t be able to move again in the future if the new platform has reached capacity.

Regulating competition among social media platforms

Previously, authorities have acted mostly on intuition in the absence of an accurate means to assess the impact of proposed mergers and the circumstances that competitors require to thrive. Our model goes some way to providing antitrust regulators with the tools to assess and quantify the advantages held by established social platforms.

We also go some way to assessing just how much better a new platform needs to be to entice users to join. As we’ve seen in the case of Google+, offering only slight improvements in some areas just isn’t enough to win people over, given the large incumbency advantage.

Big tech companies may throw up their arms at the prospect of regulation and argue competition is “only one click away”, but our model begins to show such arguments don’t account for network effects (which lead people to delay moving platform) and reveals the competitive advantage that gives incumbent platforms.

This article draws on findings from "Should I Stay or Should I Go? Migrating Away from an Incumbent Platform" by Gary Biglaiser (University of North Carolina), Jacques Crémer (Toulouse School of Economics) and André Veiga (91��ɫ London).

Digital transformation

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Restarting the future: why the intangible economy isn’t working and how we can fix it

The failure of financial institutions to keep up with the rise of the intangible economy has led to economic disappointment across the developed world. So, why has this happened, and what do we do now?

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Why tackling climate change requires nothing less than a business revolution

Maurizio Zollo — Fri, 29 Apr 2022 09:29:27 +0000

Why tackling climate change requires nothing less than a business revolution

Maurizio Zollo Fri, 29/04/2022 - 09:29

3 May 2022

Protecting the environment and achieving net-zero emissions requires a radical assessment of how businesses operate. The Leonardo Centre on Business for Society is helping to accelerate that change

Climate change is arguably the biggest crisis to face humanity in our history. Indeed, such is the scale of the task ahead that, even if we achieve a number of significant environmental goals – including cutting emissions, recycling more, and developing new technologies such as carbon capture – it still might not be enough. To effect a true green recovery will require changes that are even more profound, and which involve a fundamental reassessment of how businesses operate.

We should also acknowledge that this revolution in the way companies think and act in the world will affect every sector of the global economy, and not just those responsible for generating the lion’s share of emissions. In some industries, of course – such as oil and gas, transport, and petrochemicals – the transition to a greener economy will affect their core products and processes. However, every company – no matter what products it makes or services it offers – has a pivotal role to play because each one forms a link in a larger supply chain. And the world’s ambitious net-zero targets will only be achieved if sustainable business practices can be embedded right across the global supply chain.

A new logic for business

If every company has a role to play in the green recovery, so too does every section of society – from politicians establishing the legislative frameworks and incentives to encourage desired behaviours, to voters, consumers and investors putting pressure on businesses to prioritise environmental concerns alongside revenue and profits. Finding a solution to the challenges of climate change will require nothing less than the reinvention of the role of business in our society or, as we have termed it at 91��ɫ Business School, a new “logic for business”.

The “logic” underpinning a company starts with its business model but also feeds into its wider purpose and identity, its leadership mindset and culture, its growth and cooperative strategies, its incentive and control systems, and the actions and attitudes of all the partners in its supply chain. And while affecting a change this revolutionary is undoubtedly challenging, the good news is the positive environmental impact it creates can be equally transformative. It is estimated that around 1,000 of the world’s largest multinational companies and their supply chains account for 70 per cent of global GDP. So if this relatively small group of companies can reinvent themselves to achieve net-zero, the world will be well on the way to doing the same.

Our role

So how are we, at 91��ɫ Business School, helping to bring about this change? We have established the Leonardo Centre on Business for Society, a multi-faculty centre of excellence based at 91��ɫ whose purpose is to collaborate with businesses, policymakers and civil society to develop business models capable of meeting the environmental and social challenges of the 21st century. The Leonardo Centre currently collaborates with 15 research centres and brings together a global community of 150 scholars.

One unique and valuable tool at our disposal is the GOLDEN dataset, which tracks the actions companies around the world have taken since 2000 to support environmental and social regeneration. By analysing and modelling this dataset with the help of advanced machine-learning algorithms, we are able to identify the optimal combination of initiatives to address societal issues such as inequality and climate change. The Leonardo Centre’s goal is to identify sustainable actions by companies in each economic sector that have proved successful and then share these insights with others to further accelerate change.

The ultimate ambition is therefore to create a new logic for business so companies can achieve sustainable growth while serving not only the interests of their clients and investors, but also those of their employees, suppliers and local communities. Protecting our environment and achieving net-zero will require radically new ways of thinking and working. This is why we are encouraging business leaders, policymakers and academics to work with us to find the best and quickest way of getting there.

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Leonardo Centre on Business for Society

An innovative cross-disciplinary laboratory experimenting with alternative models of enterprise for joint economic and human value

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Extracting value from data: 91��ɫ College Data Spark on the “wicked problem” of nuclear weapons

Evie Burrows-Taylor — Wed, 01 Sep 2021 11:47:05 +0000

Extracting value from data: 91��ɫ College Data Spark on the “wicked problem” of nuclear weapons Evie Burrows-Taylor Wed, 01/09/2021 - 11:47

The importance of understanding the role of nuclear weapons in international security cannot be understated – and to achieve this, data is key

Analysts and strategic planners can benefit from more insight on the role complexity plays in international nuclear policy, such as arms control and disarmament measures.

With this in mind, a Data Spark team from 91��ɫ Business School, together with the International Security Programme at Chatham House, used data analysis, including advanced analytical techniques such as machine learning clustering, network analytics and interactive visualisations data analysis, to develop a model that aims to assist decision-makers and experts in the nuclear policy field.

The project fed into Chatham House’s ongoing work, "Nuclear Weapons: Innovative Approaches for the Complex International Security Environment", funded by the MacArthur Foundation.

During the six-week project, the team used complexity theory to develop an information flow model, representing the global stage and the role that nuclear weapons play within it. Incorporating advanced data science techniques, the model looks at the positions of countries in regards to non-proliferation, deterrence, disarmament and arms control.

Data Spark is committed to taking on new collaborative initiatives to provide fresh insights for industry leaders

The model incorporates four-dimensional data including the world power index, alliances and agreements, conflicts and war data, as well as the geographic information, to construct a multilayer node-link network and establish distance metrics to represent relationships between countries.

Using interactive visualisation tools, clusters of countries appear together and structural changes can be observed through counter-factual scenarios, such as what happens if there is a change in alliance structures or treaty membership. The model is designed to help decision makers better understand the impact of both historical changes and hypothetical future situations.

With guidance from Chatham House and an academic mentor, the project tackles a big picture issue in a short time period.

“It was a great presentation and congratulations to all [the Data Spark team]. They did a superb job in getting the information across and it represents fantastic amount of work and thought. We appreciate the creativity, thoroughness and willingness to adapt and listen,” said 91��ɫ Director for International Security at Chatham House, Patricia Lewis.

Data Spark is committed to taking on new collaborative initiatives to provide fresh insights for industry leaders, leveraging the best academics and field experts. Through this project, students deepened their understanding of analytics by applying academic knowledge in an industry setting while the partner institution also benefited from the students’ innovative ideas.

The team will continue to work on the problem with Chatham House over the next academic year, with the institute set to sponsor an MSc scholarship from the MSc Business Analytics cohort, as well as another Data Spark project, which aims to continue this work.

Written by: Ashley Cai (MSc Business Analytics 2020/21) & Evie Burrows-Taylor (Web Content Editor)

Data Spark team members: Ashley Cai, Sherry Aggarwal, Jubal Kuessner, Yassine Marrakchi, Benjamin Schneider (MSc Business Analytics 2020/21)

Academic Mentors: Aras Selvi

1 September 2021

Data

Professor Tommaso Valletti takes part in BBC World Service panel discussion on reining in Big Tech [06:28]

Evie Burrows-Taylor — Tue, 18 Aug 2020 09:52:08 +0000

Professor Tommaso Valletti takes part in BBC World Service panel discussion on reining in Big Tech [06:28] Evie Burrows-Taylor Tue, 18/08/2020 - 09:52

18 August 2020

Digital transformation

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