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

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John Wilbanks: Let's pool our medical data

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November 05, 2012

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Why The Digital You Matters

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November 05, 2012

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Google, data and the US electrons

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November 05, 2012

just amazing stats and data http://www.google.com/elections/ed/us/trends

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David Pizarro: The strange politics of disgust

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November 05, 2012

what you can do with data....

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David Pizarro: The strange politics of disgust

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November 05, 2012

what you can do with data....

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The Federal Digital Strategy

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November 05, 2012

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The Federal Digital Strategy

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November 05, 2012

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: London, United Kingdom

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Popular posts from this blog

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

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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 differently

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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 bigger g

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

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

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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. Pre-COVID, the

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