In the world full of human bias, exploring paradox might help us explain our differences.
Kaliya (Identity Woman) and I wrote “Humans want principles, society demands rules and businesses want to manage risk, can we reconcile the differences? Have been noodling on that framework of linking purpose and rules with a few friends. This article explores how to look for a paradox within our known cognitive bias and how to identify and manage 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…
Exploring how the S-Curve can help us with leadership, strategy and decision making in an age of emergence: (properties or behaviours which only emerge when the parts interact as part of an inclusive whole)
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…
Who is the “we”, this piece is co-authored by Kaliya Young and me, who together have worked for over 45 years on identity and personal data. For this article, we are looking at the role of values, principles and rules within the industry and sectors seeking to re-define, re-imagine and create ways for people to manage the digital representations of themselves with dignity.
As we write this there is an ongoing conversation about the regulation of Facebook and the regulation of big tech in general. We see a problem with the frame of the conversation because we believe ON PRINCIPLE…
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.
It…
There are more elephants in the room than you imagined!
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.
The 1st elephant in the room
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.
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…
“Every” management student has had to answer the exam question: “Leadership/ management: Nature or Nurture? — discuss” It is a paradox from either side of the argument, the logical conclusion always highlights the other has truth. The reality of leadership and management is that it is a complex adaptive system, and context enables your nature to emerge and nurturing to mature. This is important because we also know there is a link between strategy, styles (leadership) and business structures. In this article, we will unpack how your “nature or nurture” thinking-structure, affects outcomes. Your thinking-structure is also a complex adaptive…
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
