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providing insight, strategy and leadership on and about digital and data

Series of articles from WSJ on who is watching you

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December 22, 2010

Who is watch you and what they know – series of articles worth exploring

What they know about our kids – very good visual of what they are recording

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My Digital Footprint - Data, Sorted, Arranged and Presented. Demo using lego!

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I participated in a fantastic talk in May 2022 on “Ideological Polarization and Extremism in the 21st Century” led by Jonathan Leader Maynard who is a Lecturer in International Politics at King's College London. The purpose here focuses on a though I took from Jonathan's talk and his new book, “ Ideology and Mass Killing: The Radicalized Security Politics of Genocides and Deadly Atrocities ,” published by Oxford University Press. When I started thinking about writing about Peak Paradox, it was driven by a desire to answer a core question I asked myself, individuals, boards and teams; “ what are we/ you optimising for? ” . It has become my go-to question when I want to explore the complexity of decision making and team dynamics as the timeframe (tactical vs strategic) is determined by the person answering the question. Ultimately individuals in a team, which give the team its capabilities, are driven by different purposes and ideals, which means incentives work differently

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Can models help us navigate uncertainty?

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Probably not but at there end there are 10 ways to prevent assumptions becoming culture Post the 2008 global financial crisis, the president of the European Central Bank, Jean-Claude Trichet, said in an opening address at the ECB Central Banking Conference Frankfurt, 18 November 2010, “ As a policymaker during the crisis, I found the available models of limited help. In fact, I would go further: In the face of the crisis, we felt abandoned by conventional tools .” The Gap Many in executive and leadership positions have faced for a while a feeling that our models, simulations and computations are ill-suited to addressing big, messy, complicated real-world problems. There is a gap between the reality we read and measure today and the model that predicted today a short period ago. Since we have yet to create new models and continue to utilise the same ideals, we know there is a gap between prediction and reality, and that gap is leading to poor decisions, which make us see a bigger g

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Crisis situation are characterised by being urgent, complicated, nuanced, ambiguous and messy. The easy part is acknowledging that crisis presents exceptional and unprecedented challenges for organisations and leadership teams. In such periods, the stakes appear higher, and the decisions made can have far-reaching consequences. The question of whether a leadership team should think, act and behave differently during times of war, conflict, and crisis is undoubtedly open for debate. But what did the last global pandemic (crisis) teach us, and what lessons learned have we forgotten in the light of new wars? Pre-pandemic leadership framing about how to deal with a crisis. The vast majority of how to deal with a crisis pre-pandemic was based on coaching, training and mentoring but lacked real experience of the realities because global crises do not happen at scale very often. Whilst essential to prepare, thankfully most directors never get to work in a crisis and learn. Pre-COVID, the

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Why do we use time as our constant?

February 14, 2020

There are natural rhythms but we appear to ignore them in preference for rigid structure. Why have we lost the ideas and concepts humanity developed before our iWatch and Fitbit? When did time become our base for measurement and not rhythms? Indeed are rhythms important? “Time”, not spacetime, for us is fixed in chunks and measured by the universal “per second ”, with 1 second set by a cesium atomic clock , which are so accurate they will not drop 1 second in more than a billion years . But life is not like this and whilst time and distance are related, as is the need to have leap seconds to adjust for the earth's rotation, our life patterns are not as stable as the seconds we measure against. Where is the link to data and our digital life? We measure everything to the second and believe that with this measure, the data is correct. This data becomes our digital life clock and measurement rod. The point is that we have created a super accurate

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