Archives For #BigData

Preface:

Governments cannot embrace, much less promote Big Data, Open Data, Analytics, Machine Learning & Ubiquitous Algorithms without protecting the Citizens’ whom they work for. Social Engineering must be by choice, not by default through illiterate political leaders.

Body:

The UK Government as part of its “Digital Economy” initiative has just released with great fanfare the “Data Science Ethical Framework”. Its ministerial champion has characterized it as “harnessing the Progressive power of Data Science while protecting the Public”. It does neither, but clearly illuminates the lengths to which the UK Government (along with others) will go in trying to influence/dictate behavior in areas where they have no literacy at all in respect to understanding the underlying capabilities (Data, Analytics & Algorithms), nor the consequences of the harm (or actual good) that can come if left to their own devices. Not to be left to a footnote however, is the fact that these attempts at behavioral influence do not apply to the Intelligence community or Police services, both of whom want unlimited powers to surveil, gather data on everyone’s daily lives (and perhaps thoughts) and to then use these to ultimately predict behaviors i.e. The Snoopers Charter.

Ever since the notion of Big Data has come onto the scene, many have extolled its virtues in changing the world as we know and understand it. They have hyped with a zeal not previously seen the notions of Data Science, Data Scientists, Algorithms & Machine Learning, etc. Virtually all of them have advocated for its wide-scale use to analyze and predict citizens’ behavior in order to gain deeper insights, without any controls as to “just how creepy” this activity could get in terms of interacting with the public at large. Any attempt to limit the “how and where” Big Data & Analytics should be applied was met by the fury of these same advocates who characterized it as “stifling economic growth and wealth creation”. Not surprisingly, most advocates have been highly influential in getting Governments to go along with their thinking and to take a “hands off” approach. This has not worked out well for consumers who now see their daily lives dissected, analyzed and ultimately manipulated by the algorithms & machine learning associated with the deep behavioral insights now available to almost every organization who invests in Data & Analytics capabilities.

The backlash that now arisen from this lack of control is significant enough that many Governments have created Ethics Councils and other bodies who have gone on to generate reports & recommendations on the issue of  “Ethics in the age of the Algorithm”. Additionally, these same governments (US, UK, EU, etc.) are also major advocates of Digital and have undertaken major Digital Strategy & Transformation efforts within their countries[1]. These efforts have served to further exacerbate the Ethics Problem that we are now experiencing. A common thread found amongst all of this is the seemingly cluelessness that Government Leaders, Ministers & Civil Servants exhibit each and every time they make an address or pronouncement on the topic of Privacy, Ethics, Governance, etc. associated with Big Data, Analytics, Algorithms, Digital, etc.  Clearly, they don’t understand the underpinnings of the issues, nor the reasons why this topic has become so paramount in the public’s mind and their stated demands that it be resolved to their satisfaction.

Data (Big or Small), Analytics (Creepy or Helpful) & Algorithms (Evil or Good) are major influences in how the Digital World around us evolves, much less serves us. Beyond the well-rehearsed platitudes, there needs to be a fundamental mastery of the details associated with these domains by Leaders & Policy Makers who are ultimately accountable for making Citizen’s lives better, much less protecting them from threats. Without strong & competent Leadership, and controls (governance) , these same citizens will be victimized rather than benefited by Data, Analytics, Algorithms & Digital. The requirement for competent leadership is not a political platform for campaigning on, but a focal point for Government action in order to uphold basic human rights, no matter what pace of transformational change the country is experiencing.

An Ethics Framework that relies on self-governance, best efforts and serendipity to insure that consumer Privacy is protected and that Citizens are not victimized by their own data is a recipe for disaster. Government Leaders must commit themselves to leading at all levels and across all domains. They must be literate and competent in the areas that they promote as catalysts for change and not leave Citizens to the vagaries of Data Science, and all that portends to be.

[1] The UK Government has gone so far as to make the “Digital Economy” a centerpiece of the Queens’ Speech in spite of not being able to come up with a companion “Digital Strategy” that was promised quite some time ago.

  • An edited version of this posting appeared in the June 2016 issue of Information Age (UK) (www.information-age.com)

Data-driven Government: The use of data (aka Facts, Information, Insights, etc.) to support all Decisions, Policies, Performance Metrics, etc. required in the daily & long-term operation of Government (at all levels).

Oxymoron: A rhetorical figure of speech in which markedly contradictory terms appear in conjunction so as to emphasize the statement ; gen. a contradiction in terms.

The notion of Data-driven Government presumes to solve the age-old challenge of balancing “head vs. heart”(1)  when it comes to decision making and associated activities in Government bodies. Data-driven Government creates a culture where decision making & behavioral outcomes rely on Data (aka Facts) to drive each and every aspect of day-to-day operations as well as the long-term strategic goals. The concept is not new at all and dates back many decades now, but has had limited success in Government until recently. The Data-driven approach has been brought to the forefront again as Government’s everywhere jump on the Data, Analytics & Digital bandwagons and proceed to Transform themselves into more agile and efficient bodies which can better serve the needs of its citizens, at substantially lower costs. It is clearly an ideology that has caught on in the numerous Digital Transformation Programs that we see around the world (UK-GDS, US-18F, Australia-DTO, EU-SDM, etc.) and has an almost religious zeal to it in respect to how Politicians and Mandarins characterize it in their advocacy activities (much less those who are actively involved in its delivery). However, beyond the rhetoric is the fundamental question; Is Data-driven Government an Oxymoron or a Reality? I will endeavor to answer this in the rest of my article.

Government (as a service and not quite yet a platform) has become increasingly complex to deliver effectively given the growing demands of daily operations and the increased sophistication & demands of Citizens in terms of their expectations from their Government. At the heart of this is a growing awareness, much less recognition, that Government is more and more like a business which now must compete for Customers in a highly crowded field of competitors. While this may strike some as odd, it is clear to most strategists that Government must keep up with advances in Decision Science used by the Commercial Sector in order to survive (at the polls at least).

To become a truly data-driven Government (and not cynically wear it as a fashion statement) the culture of decision making & performance management must change dramatically. This transformation begins at the very top of Government with the elected Officials who are accountable (with their Civil Service partners) for formulating and executing strategy and defining the associated tactics required to achieve the desired outcomes. These Officials must change their spots from being political hacks who use their power to force outcomes, to those who achieve outcomes by leveraging facts & measures. This approach must then cascade down to all levels of Government (Elected representatives & Civil Service) while remaining aligned along this path. The secret sauce in this approach will be balancing the political agenda of elected officials with the needs of citizens. Data-driven Government provides levels of transparency not currently found today even in the most progressive Open Data programs. The data used to drive these decisions must pass scrutiny by oversight bodies, opposing parties and citizens themselves. This leaves little wiggle room for political agendas to be fulfilled using smoke filled backrooms as a proxy for decision science.

Data-driven Government is a rationale that the Open Data community uses in their advocacy activities to justify further adoption and investments. They speak of “dog fooding” by Governments’ in respect to using their own Open Data to drive outcomes as well as enhancing Transparency. I believe that Open Data remains a PR tool for use by governments to control information outflows and to act as a proxy for transparency that comes from Freedom of Information laws. These efforts typify the fact that political power is hard to give up willingly by elected officials, but given the awareness of citizens to these tactics it will not be long before they are non viable.

In the end, will Governments’ have the political willpower to become truly data-driven or will they continue to embrace the politics of cynicism, power and cronyism? It remains to be seen, but strong seeds of change have already been planted and if supported by strong nurturing (via the electorate), plenty of sunshine (transparency) and nutrients (budget) it can and will become a reality.

(1) – The Head (cognitive) is all the rich data & insights that Governments accumulate and the Heart (emotional) being Politics/Human Behavior at its basest.

Note: This posting appears in an edited form in the January 2016 issue of Information Age magazine (www.information-age.com).

 

 

 

Each year now as I advocate for Top-down Data Leadership by the CEO and his/her Board (as opposed to Proxy Leadership as a “Data Fashion Statement”), I use the 12 Days of Christmas lyrics as a theme to mimic in getting my message out over the holidays (in small bites). 2015 was no exception and you will find below a recap of my Tweets, along with a bit of embellishment beyond the 140 character limits.

Hope you enjoy it.

On the 1st Day of #DataLeadership the #CEO confirmed to the Board his/her Full Accountability for “All things #Digital, Data & #Analytics“. This is the central tenant of the Data Leadership Nexus where leadership manifests from the existing hierarchy which has now assumed full accountability for “All things Digital, Data & Analytics”.

On 2nd Day of #DataLeadership the #CEO & Board outlined the Strategic Outcomes which #Digital, #Data & #Analytics would deliver for the Organization. These core competencies must be leveraged to create tangible outcomes for every Oganization.

On the 3rd Day of #DataLeadership the #CEO & Board set their Data-driven Core Strategy into motion across all facets of their Organization. Data-driven begins with your Core Strategy and all its desired Outcomes. Data (facts) are used to help define the Strategy, to measure its progress along the way and ultimately to characterize the Outcomes in a meaningful way.

On the 4th Day of #DataLeadership the #CEO, Board declared: “We will Transform our Organization into a Predictive Enterprise within 5 yrs.” Transformation is a journey for every Organization. You must set targets along the way and eliminate barriers to success too. This is the role of the CEO & Board and it requires Continuity of Leadership as well as Conviction to achieve the Outcome in a finite time frame.

On the 5th Day of #DataLeadership the #CEO committed the Organization to achieving broad-based #Data & #Analytics Literacy within two years. Data & Analytics must be used pervasively and not selectively. This begins with Literacy & Competencies at all Levels, especially at the top where the most value from facts, measures and insights typically manifests.

On the 6th Day of #DataLeadership the #CEO enacted the Org’s plan to be #Data-driven in All Decisions, Measures & Outcomes going forward. Being data-driven is a major commitment and requires moving from an anecdotal (gut) -based decisioning model to a fact (evidence) -based on. It must occur at all levels where decisioning is required in daily & strategic operations.

On 7th Day of #DataLeadership the #CEO vowed to use #Data & #Analytics pervasively (not selectively) in creating their Predictive Enterprise. Pervasiveness is essential to becoming a true Predictive Enterprise. Data & Analytics can no longer be “specialist functions”, and must be used by everyone in all facets of daily work. This is the linchpin of any transformation strategy used to become a Predictive Enterprise.

On the 8th Day of #DataLeadership the #CEO & Board integrated #Data, #Analytics & #Digital into their #Governance & #Risk accountabilities. Data & Analytics are core to each Organizations strategy, tactics and operations. Their use must be governed accordingly in alignment the Organizations’ overall governance model. This applies to Risk Management as well. Data & Analytics are not outliers and must be integrated into the Org’s Risk Models & related activities.

On the 9th Day of #DataLeadership the #CEO, Board & All Senior Execs began their journey to become #Analytics-Literate Leaders within 2-yrs. The central tenant of the Data Leadership Nexus is Top-down Leadership. However, you cannot Lead what you don’t understand. This requires all senior execs, board members and the CEO to become “Analytics Literate” early in the journey to becoming a Predictive Enterprise.

On the 10th Day of #DataLeadership the #CEO detailed the key elements of Orgs’ Transformational Journey to become a Predictive Enterprise. Every successful Transformation requires a road map that details the key milestones and measures necessitated to achieve the outcomes of the Strategy. These will be unique for every Organization as it maps out its journey and the Outcomes it is pursuing. 

On the 11th Day of #DataLeadership the #CEO & Board assigned #DataStewardship Responsibilities for key #Data Domains across the Organization. There are many critical Data & Analytics domains in every Organization and they must be shepherded through their lifecycle by Stewards who are fully (or partially) responsible for this task. These Stewards are typically at the mid-tier of any organization and act as Asset Managers in the typical sense.

On the 12th Day of #DataLeadership the #CEO empowered the Org to use its rich #Data & #Analytics Talent to become a Predictive Enterprise. Empowerment is essential to the success of any Transformational Strategy. It is the Trust element and each CEO & every Board must instill in the culture of the organization. Empowerment engages every single responsible party in the pursuit of the common goal of becoming a Predictive Enterprise.

Look for more postings on The Data Leadership Nexus and Predictive Enterprises over the course of the year.

All the best in 2016!

RLLeadership-picture

 

Preface:

During November’s Data Leadership Conference in London I will be updating the audience on the progress to date that we have made during 2015: The Year of Data Leadership. I promise to share those findings in a subsequent posting shortly after the conference. In the meantime, this is the premise that started the thought process I used:

“The strategic value of Big Data & Analytics can only be realized when they are fully leveraged and exploited by the entire Enterprise. Top Down Data Leadership is essential to the success of these endeavors.”

Body:

As the focus of industry hype moves from Big Data to the Internet of Things we have a unique opportunity to turn our attention to one of the underlying disablers of broad success in using data & analytics to their full potential in any Organization; the lack of Top Down Data Leadership.  During the past couple of years we have seen a fever pitch in Organizations’ anointing proxies to the status of superheroes in respect to Data & Analytics Officers. While there have been many such appointments, most are now being scrutinized as the widening gulf between the rhetoric and reality becomes more apparent. This effort to create “Chief Whatever Officers” has been foolhardy in my opinion, as it has completely dodges the need for the Board and CEO to become directly accountable for the Organizations management and exploitation of data and their leverage of analytics across the enterprise to create a “culture of evidence-based decision making”. My aim in 2015 is to change this dynamic.

In 2015, I would like to create much more than awareness of this underlying challenge, but to make actionable its solution in what I am calling “The Year of Data Leadership”. In the Year of Data Leadership I would like every CEO and their Board (Public, Private, NGO, Not-for-Profit, etc.) to accept the fact that they (and Not IT) are fully accountable for “all things data and analytics”. I want them to embrace this accountability and make it core to their Strategies and Operational Plans. I am challenging them to step up to this leadership mantle and provide the Organization with a plan of action to put it on a trajectory to becoming a “Predictive Enterprise” within 5 years (2020). This Decision Making transformation would move them from being gut-based decision (relying on experience and anecdotes) making Organization to one where evidence (facts, decision science and the appropriate amount of intuition) guide all decisions at every level.

This is an ambitious undertaking for even the most agile of Organizations, but a necessary one if the competitive advantages of a Predictive Enterprise are ever going to be realized. To accomplish such a Transformation I strongly recommend approaching it as follows;

1.- Immerse the CEO, Board & Senior Executive Team in a series of Boot camps designed to immediately (and measurably) raise their acumen and competencies in the domains of Decision Science & Analytics, for “you cannot lead what you don’t understand”.

2.- Make Data, Information & Analytics Core Competencies in your strategic and operational endeavors. Make then pervasive and break down silos and centers of excellence to make capabilities mainstream and ubiquitous to all aspects of your operational domain. This will require investment in staff development and in the early stages may require shadowing of staff with outside experts, mentors and coaches.

3.- Manifest Cultural Adoption by all members of the Organization of this new strategic paradigm i.e. Becoming a Predictive Enterprise. Organizational Culture is “the shadow of the CEO, Board and Senior Executive Team”. It is found in every corridor and behind every door across the enterprise and is molded from the Top-down. To begin to change a culture requires Top Down Leadership to changes it behavior and modify all cultural norms and activities. The entire Leadership team must engage with the Organization directly (with support by Change professionals) to lead by example in regards to championing the new direction and its virtues.

This three-pronged approach will produce the maximum results in the shortest period of time and requires close coordination, substantial investment of time and resources to succeed. It is truly transformational and should not be a sub-priority to other Enterprise-wide strategic and operational initiatives.

The Nexus of Top-Down Leadership, Cultural Adoption and the enabling Core Competencies of Data, Information & Analytics creates a unique strategic framework for becoming a Predictive Enterprise. All components are required to work in concert to achieve a true transformational outcome within any Organization who wants to fully exploit data & analytics for competitive advantage.

*-This posting in an edited version appeared in the January 2015 issue of Information Age (UK)

Data Privacy Day 2015

January 26, 2015 — 2 Comments

I have written two articles for this year’s Data Privacy Day (#DPD15) endeavors . One will be published in the February issue of Information Age (www.information-age.com) and is online now (see link below) & the other is on the IBM Big Data Hub (www.ibmbigdatahub.com) going live on January 28th as a feature on DPD. I encourage all of you to visit these sites;

Information Age: “Personal Privacy, Internet Commerce and National Security: Can they co-exist?” (http://bit.ly/1JsRU6P)

IBM Big Data Hub: “Some Thoughts for Privacy Day 2015” (http://ibm.co/1z6RvUY)

2015 is going to be a critical year in determining the future of Personal Privacy in all respects e.g. Protecting Students Privacy, Reigning in Data Brokers, Thwarting Cyber Attacks, Curtailing Government Surveillance and Snooping, a Refresh of the EU Data Protection Act, President Obama’s “Privacy Bill of Rights”, etc. I believe that it is essential that everyone take an agressive role in managing and protecting their Privacy, along with that of their family members. 

Remember that Privacy is a basic Human Right in many parts of the world and a Civil Liberty in the US. It can only be maintained, much less reinforced if you take an active role in not only protecting your own, but those around you, especially your children.

(Image courtesy of the Online Trust Alliance)

Over the past two+ years as the vast majority of other Thought Leaders and Industry Pundits have promoted (and hyped) the notions of Big Data, Chief Data (& Analytics) Officers, Data Scientists, etc. I have proffered a new Leadership Paradigm for adoption by all CEO’s, Boards & Executive Teams to use in creating what is widely referred to as “A Predictive Enterprise”. In this new paradigm, which I refer to as “The Data Leadership Nexus” these leaders become fully accountable for “all things data & analytics”. No longer the domain of IT and its proxies, Data, Information & Analytics become Core Competencies for the Organization to leverage pervasively across all strategic activities and operational domains. Critical to achieving the benefits of The Data Leadership Nexus is engaging with the entire Organization to adapt & become a “Culture of evidence-based decision makers” who use its Core Competencies (Data, Information & Analytics) to build and sustain Competitive Advantage in every domain of applicable use.

Missing entirely from The Data Leadership Nexus strategic framework is the need for Czars, Unicorns, Griffins or other Proxies in respect to inherent accountabilities born by the CEO, Board and Senior Executive Team. In the framework; Data, Information & Analytics are not IT Functions, but essential Core Competencies for exploitation. Additionally, the Organization’s Culture, as a reflection of the CEO’s shadow in not only fully engaged in the execution of the Core Strategy, but essential to its entire success.

I wrote extensively about much of this in blog postings of 2014 (A recap can always be found here: https://infomgmtexec.me/2014/09/16/recap-the-data-leadership-nexus/ )

I promised to write a blog in late 2014 on an integrated approach to achieving the goals of The Data Leadership Nexus and in the spirit of the recent holiday season I decided to use the traditional “Twelve Days of Christmas” as a template (via Twitter). Below is my version of this classic. I hope that you enjoy it and understand the “Integrated Approach” that I was endeavoring to achieve.

On the First Day of , the Board gave the Leadership Mantle to make & pervasive across the entire Enterprise.

On the 2nd Day of the gave the Organization a powerful core strategy that leverages & as Core Competencies to achieve strategic outcomes and create sustainable competitive advantage.

On 3rd Day of the spoke to the foundation for Strategic Success: “Top-Down Leadership, an Engaged Culture & full leverage of our Core Competencies”.

On 4th Day of the Organization began its journey to becoming a Predictive Enterprise. It embraced the Four Core Strategic Constructs. (Information is an Asset, Evidence-based Decisioning, Information-driven Risk Management & Analytics-everywhere to create Competitive Advantage.

On the 5th day of the entire Enterprise (from the Top-Down) became competent in the use & exploitation of , & .

On the Sixth Day of the laid out the blueprint for Evidence-based Decision Making at all levels across the Enterprise.

On the 7th Day of the declared to all that “Building a Predictive Enterprise is a top strategic priority for our Organization.”

On the 8th Day of the Board & integrated , & into their Accountabilities.

On Ninth Day of the & the entire Senior Executive Team pledged their accountability to be -Literate Leaders.

On 10th Day of the Nexus of Top-Down Leadership, Deep Core Competencies & an Engaged Culture formed the basis of becoming a Predictive Enterprise.

On the Eleventh Day of #DataLeadership the #CEO & Board rolled-out the Organization’s five-year strategy to become a Predictive Enterprise.

On the 12th Day, the #CEO & Board declared; “2015 will be the Year of #DataLeadership” for our Organization, the first major step in evolving into a Predictive Enterprise .

I am looking forward to The Year of Data Leadership and will be writing many more postings on the topic in my Information Age (UK) (www.information-age.co.uk) monthly column, this blog & during keynote presentations outlined in my Calendar of Events on this site. I will be working vigilantly with CEO’s, Boards and Senior Executive Teams to help them use The Data Leadership Nexus to achieve competitive advantage and other strategic outcomes as A Predictive Enterprise.

Stay tuned!

October & November will be frantic months of activities with a strong focus on Conferences. Check back often for updates and additions. In most cases I will be Tweeting and Blogging live from each conference;

Conferences:

Association of Change Management Professionals (ACMP): “2014 Change Connect Symposium” – October 1-2 – Microsoft Campus Commons (http://www.acmppnwnetwork.org/?page_id=326)

Digital Analytics Association (DAA): “Monster Analytics Mashup” – October 16th – Microsoft Conference Center (http://www.digitalanalyticsassociation.org/calendar_day.asp?date=10/16/2014&event=260#.VCWfF8LF-yM)

Information Age (UK): “Data Leadership 2014” – October 30th – The Grange Tower Bridge Hotel (London) (http://www.dataleadership.co.uk) :

Keynote: “Embracing The Data Leadership Nexus for Strategic Success”

UK Open Data Initiative: “ODI Summit 2014” – November 2-4 – British Film Institute (London) (http://summit.theodi.org/)

Articles:

IBM Big Data Hub: “The Privacy Corner”. “Discrimination and Other Abuses drive the Need for Ethics in Big Data” (http://ibm.co/1sKmkx0)

Information Age (UK): “Transforming into a Predictive Enterprise” (http://www.information-age.com/technology/information-management/123458506/holy-grail-big-data-becoming-predictive-enterprise)

Information Age (UK): “The State of Open Data” (November 15th (URL to be posted at time of publishing)

IBM Big Data Hub: “The Privacy Corner”. “Have we already lost the Privacy battle?” (November – Date TBD)

The Data Leadership Nexus (Blog):

“Reflections on Data Leadership 2014” (November 4th)

“How to Successfully Execute your Transformational Plan for becoming a Predictive Enterprise” (November 15th)

“The Data Leadership Nexus: (Recap)” (Updates throughout the month) (https://infomgmtexec.me/2014/09/16/recap-the-data-leadership-nexus/)