My Digital FootPrint

The (un)intended consequence of focusing on data, looking for significance, determining correlation, testing a hypothesis, removing bias and finding the consensus is that you ignore the outliers.  Hidden in the outliers of data are progress, innovation, invention and creativity, and the delay is that by ignoring this data and the signals from it, we slow down everything because we will always be late to observe and agree on what is already happening with those who are not driven by using data to reduce and manage today's risk.  Our thrust to use data to make better decisions and apply majority or consensus thinking creates delays in change and, therefore, increases future risk.  ------ In our increasingly data-driven world, the unintended consequence of data often manifests as delay. While data is hailed as the lifeblood of decision-making, its sheer volume and complexity can paradoxically slow down processes, hinder innovation, and impede productivity. This phenomenon u...

“Every” management student has had to answer the exam question: “Leadership/ management: Nature or Nurture? - discuss” It is a paradox from either side of the argument, the logical conclusion always highlights the other has truth. The reality of leadership and management is that it is a complex adaptive system, and context enables your nature to emerge and nurturing to mature.  This is important because we also know there is a link between strategy, styles (leadership) and business structures.  In this article, we will unpack how your “nature or nurture” thinking-structure, affects outcomes.  Your thinking-structure is also a complex adaptive system as your peers and customers thinking, your companies “culture of structure” thinking affect you. BUT have you considered how your data structure and your data philosophy will have a direct and significant impact on outcomes?  I’ve known that my neurodiversity package (severe dyslexia, mild high functioning autism, ADHD) ...

Framing the problem I am fighting bias and prejudice about risk perceptions; please read the next lines before you click off.  We tend to be blind sighted to “risk” because we have all lived it, read it and listened to risk statements.  The ones on the TV and radio for financial products, the ones at the beginning of investment statements, ones for health and safety for machinery, ones for medicine, ones on the packets of cigarettes, the one when you open that new app on your new mobile device. We are bombarded with endless risk statements that we assume we know the details of, or just ignore.  There are more books on risk than on all other management and economics topics together.  There is an entire field on the ontologies of risk; such is the significance of this field. This article is suggesting that all that body of knowledge and expertise has missed something.  A bold statement, but quantum risk is new, big, ugly, and already here, it's just that we are ...