Showing posts from June, 2021

Day 0 CDO language. The translator, interpreter and go-between

Whilst our ongoing agile iteration into information beings is never-ending, there are the first 100 days. But what to focus on? Well, that rose-tinted period of conflicting optimisation is what </Hello, CDO!> is all about. Maintaining sanity when all else has been lost to untested data assumptions is a different problem entirely. On Day zero of being a #CDO, you have to be ready and prepared as a translator, interpreter and go-between. Yes, the essential “translation” of business needs into information requires identifying the appropriate data, the relevant analysis, and the correct interpretations, but that is not what I am talking about. There is a different translation to the appropriately modelled, described and analysed, data that offers the language to enable siloed departments in organisations to talk to each other. The CDO must have translation skills to help other executives talk about what data means to them and that each party leaves with a common understanding. Excep

The shadowy hierarchy

I remain curious about how I can make better or wiser decisions.  I am sharing this as part of my journey as I unpack my own boundaries and models that prevent me from making better decisions.   Context I have personally, and will always, dislike and distrust “traditional” hierarchy, probably because I perceived that the “power” wielded on me would never be available to me.   I was always on the outside; it is the joy of neuro-diversity that you become aware at an early age that to fit in the system and structure, you have to align to it, which for me, had no natural alignment.  You either fight to fit in, fight the system or create your own.  For many fitting in is natural, for me it never happened, and I stupidly opted for creating my own.  I rebelled against the system and structures as I could only see hierarchy as a method of control to something I did not align to - telling me to do things that made no sense.  Write with your right hand as a lefty. I am not alone; from Machiavel

The laws of 1% - how far before you reach a revolution?

What happens when we decrease life support by 1% Taking water down by 1% per day once you pass a threshold of low water intake and death is a certainty in the short term (blue line). Taking food down by 1% per day, once you pass a threshold, death is a certainty, but it is slower to take you from life than reducing water (green line). Taking lifestyle or experience down by 1% per day gets more challenging and more complex, and you will likely die earlier, but death is not facing you (black line). We all die, but lack of water means it happens now, lack of food means it happens soon, lack of lifestyle means life could have been longer (black line). Leaving purple as the optimal. When reducing water by 1%, you reach a point very quickly where revolution is worth it as there is nothing to lose. When reducing food by 1%, you reach a point slowly where revolution is worth it as there is less to lose. Still, if you go too far beyond the point when you have agency and capacity from suffi

The Paradox that war and monopoly are the same thing.

Peak Paradox is a framework to help you reclaim clarity and control as we believe that if you cannot see the paradox, you have been framed and are in a model where someone else is in control.  When you can see the paradox in the data, information, recommendation or decision, you will have improved your clarity.  This is a guide on how to apply the framework to unlock business models, concepts and complexity . Most aspects of everyday business and life can be questioned within the boundaries of the Peak Paradox Framework.  I have been exploring that we tend to go out of bounds for a while but find it is too hard to stay there for long. Movement outside of the boundary tends to be a transitional state.  The thick red line illustrates the usual boundaries in the figure below.  This post explored how to make better decisions using the framework and laid down the idea that some decisions can occur off-piste, outside of the normal boundaries. It presented the reason why we need to minimis