Deloitte, a global leader in financial advisory and risk management services, has a variety of resources for global executives, including a publication called CFO Insights. They recently published an article entitled, “Social analytics: Tapping prediction markets for foresight.” It’s an elegant summary of how a Chief Financial Officer can leverage prediction markets in the enterprise to gain foresight.

They start with a helpful description of prediction markets:

Prediction markets are online markets that build on the principle that markets serve to aggregate the beliefs of multiple traders to generate a forecast. For example, at any given time, a stock price is the aggregate collective belief of the traders of the company’s expected future earnings allocated to the share. Like the stock market serves to assign a price to the future estimated earnings of a stock, “prediction markets” assign a value to a belief about the future or a prediction.

The author of the article, Dr. Ajit Kambil, Global Research Director of Deloitte’s CFO program, quickly gets into how and why this concept can be of tremendous value to CFOs:

CFOs can use prediction markets to reduce uncertainty. Begin by considering the greatest areas of uncertainty that affect your organization. Is it the sales forecasts in a particular business segment? Is it the differences in sales across regions? Is it the cost of a critical resource such as oil? Is it the timely completion of a particular project? Is it uncertainly about whether a project will be within budget; and the variance if it is not?

More:

The first issue CFOs should consider is the value of resolv- ing a particular uncertainty. Can, for example, knowing the delay of a project enable cost savings or other benefits? Can having better sales forecasts enable the company to confidently pay down debt? Rank-ordering uncertainties that need to be resolved, based on the value of resolu- tion, identifies a priority list of potential prediction market applications.

Frankly, we’d encourage CFOs and even board members or other C-level executives to read the whole thing [PDF].

Dr. Kambil cautions:

The technology is easy and widely available. The design of a program with incentives, recruitment of participants, good forecasting questions, and alignment to a company’s culture may not be easy to achieve. While many prediction market vendors are probably too ready to sell you their market and technology as a solution, what is really important is their capacity to support the organizational acceptance of the technology.

We, of course, offer comprehensive services with our Foresight platform, as well as robust support.

Linda Rebrovick, our CEO, was happy to share her experience with Ajit as he prepared the article.

If you’d like us to share our experiences with prediction markets and foresight, just ask!

Though we’ve done our best to try to help people understand how prediction markets can drive business value, we’re always excited to discover when others explain it in a straightforward way. In this case, we found a helpful description of the “binary option” model of prediction markets in the CAPS community at Fool.com. I.e., the mechanics of how trading works in a prediction market.

So what are prediction markets? Prediction markets generally involve the trading of binary options. You may know what options are (the right but not the obligation to purchase a given thing), and the benefits of using them (nonlinear payoff profile i.e. fixed premium/cost vs variable profit). But binary options work a little differently, the standard binary option pays $1 if a specified event occurs by or on a specified date – otherwise it pays $0.

For example ipredict has a contract on the US Fed increasing interest rates by November (here): “FED.INCR.NOV10”. This contract pays $1 if the Fed increases interest rates on or before the 4th of November 2010.

You can both sell and buy binary options. So using the previous example, if you believe the probability of the US Fed increasing rates on or before the 4th of November is greater than 0 then you would buy contracts (e.g. if you bought a contract at $0.50 and the Fed increased rates before expiry you would receive $1).

Likewise if you believed that there was no way the Fed would lift rates this year then you could sell short the contract. So for example if it were trading at $0.50 then you would sell a contract for $0.50 and on expiry if the event did not happen you would get to keep the $0.50. But of course the converse is true, if the event did occur then you would have to pay $1 to the holder of the contract, but this would be offset by the $0.50 you sold it for.

If you want to participate in a public prediction market driven by our Foresight platform, check out Logica’s FutureScope project.

The CAPS model itself, based on predictions in the financial markets, is pretty interesting.

Recently I found an application which both offers a very elegant interface as well as a different way of approaching forecasting. ~Shaun Snapp

Aw shucks, Shaun. You’re making us blush.

Shaun Snapp of Forecast Systems just put together a positive review of our Foresight prediction markets platform interface. This is especially flattering, considering that he wrote recently about the difficulty of designing good forecasting interfaces.

We stack up well against the competition in part because of the power of prediction markets to refine collective forecasting:

Consensus Point not only brings a very appealing interface, but brings the collaborative concept. Unlike SAP DP, where collaboration is more of an afterthought, Consensus Point is actually designed around collaboration. The software is different from other product based forecasting systems I have had exposure to and that should not be surprising as in its heritage is from financial trading rather than from statistics. The software is backed up by academic work in the field of predictive markets.

Thanks, Shaun, for taking a look at Foresight. If you’ve read Shaun’s review, need an enterprise forecasting solution, and want to learn how to leverage collaboration through software, you might want to contact us.

We’re very excited to have been selected to power Logica’s new predictive market, called FutureScope. Foresight, our prediction markets platform, is the underlying technology. Just as exciting to us is the inclusion of the principal partners in the project, Big Think and The Economist.

Milt Capps, who covers the local venture beat with enthusiasm, covered the new partnership in a wide-ranging profile of Consensus Point earlier today:

[Consensus Point CEO Linda] Rebrovick told VNC the Logica connection creates “a global footprint for Consensus Point,” in that Logica is believed to be the “first example of a global business service company offering a public insight and prediction market,” open to 40,000 Logica employees, Logica clients, subject-matter experts and most others who register at the FutureScope site launched earlier today.

Logica will initially use the FutureScope market to support clients exploring an array of “sustainability” issues and themes. Logica’s global information technology and business services are offered to enable clients to pursue the opportunities and problems they discover.

Logica just completed a rebranding initiative that involved an overhaul of their website. We’re impressed by both the breadth and depth of their thinking that has gone into their vision for themselves in the future, and we’re excited to see what the power of a high-profile predictive market might reveal more broadly.

Stay tuned to this space for more information in the near future. In the meantime, contact us if you’ve recently discovered the power of prediction markets and want to leverage the power of Foresight.

We don’t see a lot of need for prefatory material here.

He [Rami Levy, a technologist with the Motorola's mobile devices business] says the combined revenue from product-based ideas and cost savings from internal innovations is “conservatively” 5 to 10 times TIX administration costs, which largely involve two to three dedicated employees. The cost to purchase and implement prediction-market software — called Foresight Server, from Consensus Point — was “under $100,000,” he says.

CFO.com has an extensive write-up of the customer success we’ve had with Motorola, and we are impressed with Mr. Levy’s ability to concisely identify the bottom line value that our Foresight prediction markets platform is capable of delivering to the enterprise.

Further, the article is an elegant case study of the sort of business scenario that is a perfect opportunity for the use of prediction markets, the path to implementation, and the ultimate value.

What we like best about the article, in fact, and consider a true success for Motorola’s implementation of our solution, is that the value goes beyond raw consideration of the bottom line:

But additional, softer benefits were key goals for the program, too. These have been realized through collaboration forums that allow employees to see and comment on others’ ideas, which are thus improved by the crowd’s input. The forums facilitate people from disparate regions and company organizations forming relationships, working together on ideas, and avoiding duplication of effort, Levy says. Motorola actually introduced the forums in 2005 along with the voting mechanism, but participation spiked after TIX was introduced and continues to rise.

The bottom line, says Levy: “TIX has proved to be an excellent conduit for enabling collaborative innovation and creating new value for Motorola in a fun and enjoyable way that encourages participation at a minimal cost.”

When was the last time you implemented something for the enterprise that not only created cost-effective value but was also fun?

You can read the full CFO.com article here, and you can contact us about Foresight here. We predict customer success if you do.

We’ve been reading Harvard Business Review blogger and MIT Center for Digital Business researcher Andrew McAfee’s excellent book, Enterprise 2.0, which is full of valuable lessons for the enterprise, including that prediction markets are a very useful collaborative tool.

For instance, here’s an interesting discovery from the Google Prediction Markets, originally proposed internally in December 2004:

Analyses … revealed that at every point in time, even as much as ten weeks away from the closing date of the market, the most expensive outcome was the one most likely to actually occur. It seemed that GPM’s markets, in other words, could quickly and accurately distinguish among possible outcomes, identify the one most likely to occur, and attach a high price to that outcome.

This is exactly what our Foresight platform does on a regular basis for our customers.

Regular readers might remember a few months back when we cross-posted one of his posts from the Harvard Business Review blog. You might also recall when we posted a presentation that Linda Rebrovick (our CEO) gave in Chicago at the Prediction Markets Cluster conference in Chicago last November.

Linda noted the following best practice examples in her presentation:

• integrate into enterprise processes
• nurture executive sponsorship
• go big or go home
• make accessible to all
• customize to your business
• make it part of your value proposition

We were struck how similar these examples were to the Six Organizational Strategies identified by McAfee:

• Determine Desired Results
• Prepare for the Long Haul
• Communicate, Educate, and Evangelize
• Move into the Flow
• Measure Progress, not ROI
• Show That Enterprise 2.0 Is Valued

Coming back to the commentary on GPM, McAfee continues:

Google’s prediction markets shared with all markets a fundamental property: the ability to generate highly valuable information by bringing people together who have little or nothing in common.

Okay, we don’t actually know how different Linda and Andrew are, but we’re pleased that our executive leadership understood key lessons before an interested commentator went to press with his book. It’s almost… predictive.

We attended last week’s Nashville Technology Council Member Breakfast, where the big news was Microsoft CEO Steve Ballmer’s visit to Nashville. Seeing Mr. Ballmer show off Bing and other new Microsoft technologies was certainly impressive, but the relevance of the other speaker, Abbie Lundberg—the former Editor-in-Chief of CIO—wasn’t lost on us, either.

Ms. Lundberg referenced a session at the National Retail Federation’s recent Retail’s BIG Show 2010 expo in which Wal-Mart’s EVP and CIO Rollin Ford told attendees that corporations don’t have a lot of secrets anymore. So the only competitive advantage becomes speed and getting from point A to point B faster.

Lundberg also revealed that, as of December 2009, surveys indicated that 40% of CIOs would increase in spending on IT. This dovetailed nicely with an MIT study that demonstrated that IT-savvy firms are 20% more profitable (if you can help us cite the study, please let us know in the comments).

Our prediction markets platform not only helps companies get from point A to point B faster, it helps them understand why arriving at point B is better than arriving at points C, D, or Z. We offter tremendous business value for companies having difficulty finding that competitive advantage.

Maybe our ability to offer innovative competitive advantage through technology is why CIO decided to write about our customer success with Motorola. If you’re a CIO increasing your IT spend this year, you might consider investing in prediction markets. We recommend Foresight.

Correction: Apparently, we misread our notes or were typing too fast. As originally written, we incorrectly stated that CIOs were projecting spending increases of 40% in 2010. Our apologies to Ms. Lundberg.

In September 2009, McKinsey & Company revealed the results of a global survey on trends in Web 2.0 in the enterprise. Prediction markets were included among 12 core Enterprise 2.0 technologies. Adoption within global corporations has risen from less than 1% in 2007 to 8% in 2009.

We were delighted that prediction markets were identified as a key Web 2.0 technology. However:

Respondents who report that Web technologies have strengthened their companies’ links to customers also cite blogs and social networks as important. Both allow companies to distribute product information more readily and, perhaps more critically, they invite customer feedback and even participation in the creation of products.

Similarly, among those capturing benefits in their dealings with suppliers and partners, the tools of choice again are blogs, social networks, and video sharing. While respondents tell us that tapping expert knowledge from outside is their top priority, few report deploying prediction markets to harvest collective insights from these external networks.

This disconnect is puzzling to us. Prediction markets offer an efficiency of consensus that is not delivered by enterprise social networks. Platforms like Foresight offer effective leading business indicators that convert straight to actionable decisions.

Respondents, have you considered requesting additional information from us so that we can help you harvest collective insights from your external networks?

Okay, maybe the title is a bit overblown, but Consensus Point Co-founder and Chief Technology Officer Ken Kittlitz was second author (with Johan Almenberg and Thomas Pfeiffer) on a recent study at Harvard’s Program for Evolutionary Dynamics involving the application of prediction markets to scientific publication:

Prediction markets are powerful forecasting tools. They have the potential to aggregate private information, to generate and disseminate a consensus among the market participants, and to provide incentives for information acquisition. These market functionalities can be very valuable for scientific research. Here, we report an experiment that examines the compatibility of prediction markets with the current practice of scientific publication. We investigated three settings. In the first setting, different pieces of information were disclosed to the public during the experiment. In the second setting, participants received private information. In the third setting, each piece of information was private at first, but was subsequently disclosed to the public. An automated, subsidizing market maker provided additional incentives for trading and mitigated liquidity problems. We find that the third setting combines the advantages of the first and second settings. Market performance was as good as in the setting with public information, and better than in the setting with private information. In contrast to the first setting, participants could benefit from information advantages. Thus the publication of information does not detract from the functionality of prediction markets. We conclude that for integrating prediction markets into the practice of scientific research it is of advantage to use subsidizing market makers, and to keep markets aligned with current publication practice.

Imagine our surprise that the experiment further validates the use of prediction markets as powerful forecasting tools.

Ingenix, a Consensus Point partner, recognizes how important the power of collective intelligence can be in healthcare. With the Ingenix Prediction Market, Ingenix is helping employers optimize how healthcare dollars get spent. The end result is more profitable companies with healthier, happier employees.

Ingenix also offers a variety of solutions directly to physicians. We wouldn’t be surprised to see collective intelligence solutions from Consensus Point helping Ingenix empower doctors as well as employers.

Last week, Jonathan Bush, CEO of Athenahealth, a physician billing and practice management firm, was interviewed in the Wall Street Journal. In a wide-ranging interview covering various dimensions of healthcare policy and the ramifications from technology and innovation, this stood out to us:

Mr. Bush thinks the main benefit is the “collective intelligence” that he is starting to weave together from the 87% of American physicians who practice solo or in groups of five doctors or fewer.

Time and again the wisdom of crowds has proven valuable and most times more accurate than a single SME. Applying prediction markets in healthcare can yield benefits for policy and delivery of services.

For more on the Ingenix Prediction Market and Ingenix solutions, go to www.ingenix.com/informationis.