In the world full of human bias, exploring paradox might help us explain our differences.

I follow the excellent work of my friend Rory Sutherland and Nir Eyal (Nir & Far) who are both leading thinkers in behavioural science and economics along with the great Daniel Kahneman. I reflected following a call with the most read…


History and context

There is a special place in our business hearts and minds for the “S” curve or Sigmoid function, calling it by its proper maths name. The origin of the S curve goes back to the study of population growth by Pierre-François Verhulst c.1838. Verhulst was influenced by Thomas Malthus’ “An Essay on the Principle of Population” which showed that growth of a biological population is self-limiting…



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If you are making decisions on data (not your gut) and you don’t know how to test if the data has attestation and rights, or how your data structure supports certain decision outcomes, irrespective of what you want; you have put your business at risk.

This is a series of five articles on AND[#DATA, #DECISION-MAKING]. A summary of each of them is given here to provide a snapshot.

Data is Data Data is not oil, gold, labour, fire, sunshine. “Data is Data” and because we don’t understand its complexity we keep making up bad analogies. This explores what data is.


I have written over 214 articles on “trust” over the past 12 years. I have read endless books and done countless presentations on the topic of TRUST. I have always searched for the relationships between trust and strategy, value, consent, privacy, identity, data and risk. The well-reasoned articles include Imaging a Digital Strategy starting from TRUST, Trust is not a destination!, How can Brands restore user trust? A segmentation model based on trust, The relationship between Trust, Risk and Privacy. This article brings together some of the thinking already explored in previous articles but as the new drawing below.

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It…


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When we unpack climate and ESG, it is too big, so we don’t know what to do. However, this post unpacks the “too big” so that we can individually identify the one thing we can all do that will make a difference.


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If you are making decisions on data (not your gut) and you don’t know how to test if the data has attestation and rights, or how your data structure supports certain decision outcomes, irrespective of what you want; you have put your business at risk.

This is a series of five articles on AND[#DATA, #DECISION-MAKING]. A summary of each of them is given here to provide a snapshot.

Data is Data Data is not oil, gold, labour, fire, sunshine. “Data is Data” and because we don’t understand its complexity we keep making up bad analogies. This explores what data is.


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Day 0 of landing that CDO role you have always wanted, which should force you to think today about what your legacy will be! There is a hard reality that politics is fickle, culture is fragile, and you never know how long you will be valued or a team member for a host of reasons. Blame for data and digital failures of your predecessor may be your nemesis.

When a government changes, there is a review of what can be undone really quicky, what part of the old infrastructure can we change to show immediate action. The consequences are less…


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Day 0 as CDO, you receive conflicting instructions from your new peers and team.

We have to optimise our business by — decentralising more, centralising more, automating more, and becoming more human. Your job as the CDO is to ensure that our data can do all these conflicting optimisations and create future value.

Breathe

Centralised thinking is easy. Control sits in one place; everything comes home, there is a hub, the corporate office is where all the decisions are made, and it is a power game. Optimising is easy if this was the only and single most important objective.

Decentralised…

Tony Fish

Digital NED. plurist, polymath and pioneer #sense_making #digital #strategy #humanity #data #ethics #governance #oversight

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