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Tag Archives: Behavioural Economics

Big Data: And it’s all gone quiet over there!

29 Tuesday Mar 2016

Posted by Martyn Jones in 4th generation Data Warehousing, All Data, Big Data, Big Data 7s, Big Data Analytics, business strategy, Cambriano, Consider this, dark data, data architecture, Data governance, data science, Data Supply Framework, Data Warehouse, Data Warehousing, Good Strategy, IT strategy, pig data, Strategy, The Amazing Big Data Challenge, The Big Data Contrarians

≈ 2 Comments

Tags

Behavioural Economics, Big Data, Good Strategy, goodstrat, Information Technology, IT Strategy, Martyn Jones, Martyn Richard Jones, Strategy

Big Data is all pervasive, all seeing and all knowing.

Everyone is doing Big Data, and if they aren’t then they will.  It’s inevitable.

Big Data will revolutionise the worlds of data, decision making and business.

Am I right, or am I right?

Continue reading →

Can you read? Be honest, now

15 Tuesday Mar 2016

Posted by Martyn Jones in 4th generation Data Warehousing, Ask Martyn, business strategy, Good Strat, Good Strategy, goodstrat, Marty does, Martyn does, Martyn Jones, Martyn Richard Jones, Strategy

≈ 2 Comments

Tags

Analytics, Behavioural Economics, Business Enablement, business strategy, Consider this, Martyn Jones, Martyn Richard Jones, Organisational Autism, Strategy

Martyn Richard Jones

When you have read this, if indeed you read it all, will I have failed to convey the essence of what I am trying to get at? Will a confusion of entropy win the battle? Will the wheel of fortune turn in my favour, or will I fail to connect and communicate effectively?

Let’s give it a spin and see what happens. Continue reading →

Marty does… Big Data and the Vs

09 Tuesday Dec 2014

Posted by Martyn Jones in Big Data, Marty does

≈ 12 Comments

Tags

Analytics, aspiring tendencies in IM, Behavioural Economics, Big Data, Challenges, Vs

Clive: Yeah, well, you had to, didn’t you? You had to stand up for what you stood for, didn’t you? I mean, the only time I remember a similar occasion was, I was in, errm… I was at Spurs, Tottenham Hotspurs.

Derek: Yeah.

Clive: I was watching a game against Arsenal, and this bloke come up to me and said, “Hello”.

Derek: Oh no…

Derek and Clive – This Bloke Came Up to Me Continue reading →

The management and architecture of Information Assets: Ask Martyn!

15 Saturday Nov 2014

Posted by Martyn Jones in Ask Martyn, Data governance, information

≈ Leave a comment

Tags

aspiring tendencies in IM, Behavioural Economics, information management

The management and architecture of Information Assets

For more than two decades I have tried to convey the importance of treating information and knowledge as potential assets.

Around the world, the response has usually been mixed.

It is understandable that there is frequent reluctance to accept that information might have real value. Continue reading →

Big Data Robitussin

26 Sunday Oct 2014

Posted by Martyn Jones in Analytics, Architecture, Ask Martyn, awareness, Big Data, BS, deceit, governance

≈ 13 Comments

Tags

awareness, Behavioural Economics, Big Data, BS, crap, data analytics, deceit, enterprise data warehousing, history, hustlers, IT business, lies, Organisational Autism, Pimps, spin

Image2What does Big Data have to do with Robitussin?

I will explain.

Continue reading →

Developing and Aligning IT Strat

24 Friday Oct 2014

Posted by Martyn Jones in Ask Martyn, information

≈ 1 Comment

Tags

Behavioural Economics, Business, business strategy, corporate assets, Corporate IT, Information Technology, Offshoring, Outsourcing, Strategy

Imagen3I wanted to call this piece ‘A random drive down Camino Real’.

But that is an ‘in joke’ and no one would get it.

So instead I called in ‘Developing and Aligning IT Strategy’. Continue reading →

Oh, Superman! Oh, Mom and Dad!

18 Saturday Oct 2014

Posted by Martyn Jones in Ask Martyn, awareness

≈ Leave a comment

Tags

advertising, apple, Behavioural Economics, consumerism, crass, creepy, cults, fetishism, hype, sects, style

appleGod

Steve Jobs was a great entrepreneur.

Clearly he was.

Jobs turned a dismal maker of a massive range of gadgets into a powerful and highly-focussed technology fashion and PR business.

The stylistic touches in Apple products carry the elegant and crispy palate of bourgeois minimalism, a fragrant bouquet of exclusivity and a delightful after-taste of subdued superiority. Continue reading →

Silly Season! Data Warehousing is Hadoop is Big Data?

12 Sunday Oct 2014

Posted by Martyn Jones in Architecture, Ask Martyn, Banking, Best principles, Big Data, Business Intelligence, Creativity, Data Warehouse, Dogma, Knowledge, Peeves

≈ Leave a comment

Tags

Banking, Behavioural Economics, Big Data, Bill Inmon, business intelligence, data integration, Data Marts, Demagogism, Dogma, enterprise data warehousing, hadoop, Information and Technology, information management

Let’s get this baby off the ground

This weekend I read a piece on the Information Management website by Steve Miller with the title of Big Data vs. the Data Warehouse. It’s an old piece, from March 2014.

It was in response to a piece penned by Bill Inmon, titled Big Data or Data Warehouse? Turbocharge Your Porsche – Buy an Elephant, in which he singled out for criticism the ad campaign of a big-data and Hadoop promoter.

Continue reading →

The ‘Right’ Management Stuff: Lions ‘lead’ by donkeys

11 Saturday Oct 2014

Posted by Martyn Jones in Management, project management

≈ 2 Comments

Tags

Behavioural Economics, Commercial IT, IT business, IT Strategy, Organisational Autism, project management, Risk Management

Peter Drucker once stated that “There is nothing so useless as doing efficiently that which should not be done at all”.

That is one of the guiding principles in my professional role as strategist, leader and coach.

I work in business and IT.

With engineers, administrators, managers and executives.

I occasionally read blogs and forum posts related to my areas of interests.

A question appeared on a popular forum for Project Managers.

It asked, when it comes to successful Project Management, “what is more important, the right people or the right process?”

You get a lot of questions like that in IT.

It’s probably the same for other jobs.

A lot of the replies to the question were terse, mind-numbing and vacuous.

Other replies read like concatenations of fortune cookie quotes based on someone’s idealistic and flawed notion of management.

There were answers in favour of people over process, process over people and others that put “right process” and “right people” on an equal footing.

I didn’t get the impression that people were addressing the question from a position of knowledge and experience.

No one asked any questions.

No even the hint of one.

Though the obvious questions were there, staring at them in the face.

But no one asked.

  • What do you mean by “right”?
  • What do you mean by “right process”?
  • What do you mean be “right people”?
  • Why are you asking this question?
  • What do you hope to get out of this?

Everyone assumed that there was a common understanding about what “right”, “right people” and “right process” mean in a project context.

Because people didn’t ask the obvious questions, they couldn’t move on to the more subtle and substantial questions.

They couldn’t move upstream or downstream.

Wherever they stood their position was untenable.

They didn’t have the social skills, the creativity or the intelligence to step back from the question.

They were stuck in the trivial, the hackneyed and the simplistic.

They answered with clichés, vagaries and baloney.

So what we had, was a long-life thread of ill-informed responses to a vague question.

It was if you’d asked a group of unthinking patriots what was better for the country, “the right people” or “the right political system”.

But it goes deeper than that.

Politicians who are reduced to talking about rights and wrongs, without being able to pony up any rational explanations, are quite rightly derided for being shallow and removed.

In IT we think it’s a sign of considered professionalism.

But regurgitating motivational slogans that are well passed their use by date is not professionalism.

The unquestioning subservience to trite, populist and unrealistic management dogma is not professionalism.

Acting as if project management were some bizarre super-hero Hollweird invention is not professionalism.

Needing to break everything down into right and wrong, good and bad, black or white, etc. is the height of arrogant superciliousness.

What is worse than arrogance or ignorance, is when they go hand in hand.

It’s just not on.

If IT was an army, it wouldn’t be the professional modern army of today. But an army lead by well-meaning, socially inept and multiply-challenged incompetents. The sort of army that would march a battalion of the “right people” to their certain death, or the sort of people who would see instrumental reason as being the “right process”.

“Lions lead by donkeys”.

Students of European history – say from 1934 to 1945 – might make the connections.

If you can’t define what you mean by “right”, you may as well be discussing the sex of angels.

If some people can’t even ask the obvious questions, then what the feck are they doing managing projects?

Never mind, life is too short to fret the inadequacies and excesses of IT.

As Lucius Seneca was want to say “A physician is not angry at the intemperance of a mad patient, nor does he take it ill to be railed at by a man in fever. Just so should a wise man treat all mankind, as a physician does his patient, and look upon them only as sick and extravagant”.

Strategy and Market forces – Get your ducks lined up

10 Friday Oct 2014

Posted by Martyn Jones in Data Warehouse, market forces, nine competitive forces, Strategy

≈ Leave a comment

Tags

Behavioural Economics, BI, Business, business analysis, Business Management, business strategy, Challenges, corporate assets, Creativity, Crisis, Data Warehouse, Dogma, Goal Setting, Information Technology, marketforces, operationalwareness, Strategy

Strategy and Market forces – Get your ducks lined up

Let’s now take a brief look at my ‘nine competitive dimensions’  model.

This model will be familiar to some who will readily connect with the inclusion of government as an environmental dimension.

Continue reading →

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