“He who controls the present, controls the past. He who controls the past, controls the future.” George Orwell One of the benefits of the expanding analytical capabilities being created is the rise of a Culture of Evidence. A Culture of Evidence is to increase the use of reliable, factual information in decision making. In creating… Continue reading With Great Power …
In my view, one of the more problematic cultural norms that recently developed is the division between science and religion. It is presented as an either-or option. Belief in religion means you are at odds with scientific discoveries. A scientific outlook means you must reject religion. This cultural dichotomy is dripping into everyday business during… Continue reading Faith in Reason or Reasonable Faith
In this age of transition, who is best to take the lead; an optimist or a pessimist? As G.K. Chesterton said: … optimists are more practical reformers than pessimists. Superficially, one would imagine that the railer would be the reformer; that the man who thought that everything was wrong would be the man to put… Continue reading The Paradox of Improvement
One of the primary purposes of Business Intelligence is to learn something about an organization. Like all learning, it never ends. An answer leads to new questions. In essence, Business Intelligence is like perpetual motion – it never ends. It is this spiraling causality that makes Business Intelligence activities different. Projects have a defined goal and an… Continue reading The Perpetual Motion of Business Intelligence
No matter how hard we prepare, something unexpected can happen. No matter how good a job we do, it can be undone easily. As Yeats said, “Things fall apart; the centre cannot hold”. One of the great myths of command and control is that one actually has control. The true test of the leadership of… Continue reading Duck!
One of the worst kinds of Client engagement is when the unspoken mandate is; Save us! But do not change anything. These are situations where the results of failure are acknowledged, but the causes are being deliberately ignored. In some cases, the causes aspire to be ignored they are so far from the Client’s mind.It… Continue reading Save Us But Do Not Change Us
With the Christmas season upon us (Yes, Christmas. If you are offended please move along.) we are being bombarded with Christmas specials. Almost all of the more recent ones are a variation of “How (insert name of cartoon character available at your store for $39.99) saved Christmas.” I had no idea Christmas was that fragile. As an adult,… Continue reading Help! Christmas is Ruined!
When one is engaged with a new Client, you sometimes must ask; “How did they end up doing things this way?” I usually attribute it to bureaucratic inertia. Once something starts in an organization, inertia takes over and it does not stop. Obviously that is not true all the time. Errors are corrected, inertia halted,… Continue reading Silent Anarchy
One of the ‘truisms’ of our age is the volume of change is increasing, and the speed of change is accelerating. So change is bigger and faster than ever. The agents of change have, and always will be, people. So what is now allowing people to create a whirlwind of change? The first, often overlooked,… Continue reading The Speed of Life
“There is no credit for preventing something that did not happen.” – David S. Alberts Much of the management activities in an organization is preventative – to prevent something bad from happening. The natural inclination of leadership is to view that everything operating correctly is the norm. So a lot of preventative activity is simply… Continue reading The Rewards of a Job Well Done