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

Big Data is affecting everyone via @asiarunbetter @sap

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

: London, United Kingdom

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

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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...

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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. P...

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

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 ...

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The CDO is dead, long live the CDO

January 05, 2024

Hierarchy appears to be the only option to pull a large group of individuals together toward a common goal. Many insects did it well before humans, but over the last 10,0000 years, humans have moved from decentralised clans into centralised nation-states consisting of hundreds of millions of people. From the pharaohs to Max Weber’s 20th bureaucratic management structure, we can now exist only in such a system because as a society or organisation grows beyond a few dozen people, the hierarchical pyramid is seen as the only option for the organisation. The justification is that it is nature and natural. The “ideal organisation” was defined by Max Weber as a clear and strong hierarchy underpinned by the division of tasks based on specialisation. A fundamental assumption was that each unit takes care of one piece of the chain and the division of tasks within the unit is clearly defined, work can be executed much more efficiently. Weber envisioned this as a “superior st...

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