Search This Blog

My Digital FootPrint

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

Hello world!

Get link
Facebook
Twitter
Pinterest
Email
Other Apps

October 15, 2012

back up just in case posterous goes down

Get link
Facebook
Twitter
Pinterest
Email
Other Apps

Powered by Blogger

This is my own thinking and writing. You are free to share and copy with attribution

: London, United Kingdom

Visit profile

Subscribe by email

Email:

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

May 08, 2014

much more to read »

Great leadership is about knowing what to optimise for & when.

May 20, 2022

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

much more to read »

Can models help us navigate uncertainty?

February 21, 2023

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

much more to read »

Why finding purpose feels impossible and why we should be talking more about balance

March 22, 2023

Overview Balance is a necessity in every aspect of life. Knowing if we are in or out of balance directly affects our ability to survive and thrive; therefore, this thought piece brings something new to understanding balance and by association purpose. Adaptation and homeostasis are the natural world's way of creating an unstable equilibrium. This dynamic system is unpacked and repurposed to present a solid argument for leadership teams and boards of directors to shift questions to ones that understand how to balance two powerful opposing forces. Balancing the development of the new whilst maintaining and preserving the existing has always been challenging, but here is a model that makes it easier. In nature, we observe that organisms with little or no adaptation to ever-changing environments struggle to survive, whereas those that are pushing the evolutionary envelope and mutating into more suitable candidates for their ecosystem thrive. We also know that homeostasis and memor

much more to read »

What has the executive team already forgotten about hard-fought lessons about leadership learned in COVID times?

October 24, 2023

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

much more to read »

Labels

6 screens
Agency
AI
algorithms
amazon
analysis
API
audit
automated decisions
banking

bias
big data
BigTech
biostamp
board
book
business model
capitalism
cdo
chief data officer
chief digital officer
children
click stream
code
cognitive
collaboration
companies
competition
consent
control
cost
crisis
culture
data
data governance
data is data
data management
data mobility
data portability
data science
data sharing
death
decisions
deep learning
delete me
digital
digital footprint
digital identity
digital lockers
digital remains
digital reputation
Digital Shoreditch
economics
education
entrepreneur
esg
ethics
event
fablab
facebook
facial recognition
filters
finance
fraud
free will
GDPR
governance
green
habits
identification
identity
Image
impact
ineed
influence
information
innovation
input data
insight
intelligence
intent
investment
leadership
legacy
liberty
life management
loyalty
machine learning
make
mashup
memory
merger
midata
migration
mind
mobile
model
movable data
my data
NSA
oix
ontology
open banking
openness
optin
optout
oversight
payment
Peak Paradox
personal cloud
personal data
philosophy
PII
plan
policy
PRISM
privacy
privacy by design
privacy policy
private
protection
public
purpose
quantum risk
regulation
report
reputation
research
rights
risk
screenagers
security
segmentation
sensor
sensors
sentiment
sharing
signals
skills
social graph
social media
SocialRank
speaking
strategy
surveillance
surveillance capitalism
tracking
transparency
trust
ui
ux
value
value alignment
value exchange
viewpoint
virtue
visualisation
voice data
VRM
wareable
we are data
when i die

Show more Show less

Contact Form

Name

Email *

Message *