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Tag Archives: Organisational Autism

Too much information

16 Wednesday Mar 2016

Posted by Martyn Jones in 4th generation Data Warehousing, All Data, Ask Martyn, Big Data, Big Data 7s, Big Data Analytics, business strategy, dark data, Data governance, Data Lake, data management, data science, Data Supply Framework, Data Warehouse, Data Warehousing, Good Strat, Good Strategy, goodstrat, IT strategy, Marty does, Martyn does, Martyn Jones, Martyn Richard Jones, pig data, Strategy, The Amazing Big Data Challenge, The Big Data Contrarians

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Big Data, Business Enablement, business intelligence, Business Management, Data Warehouse, Good Strat, Information Technology, Martyn Jones, Martyn Richard Jones, Organisational Autism, Strategy

Martyn Richard Jones

I have questions about data.

Most of us who have more than a cursory knowledge of the English language have heard of the phrase ‘too much information’. We know what it means, even if we don’t always know when to apply it.

For those who don’t know, or are unsure, the Urban Dictionary describes ‘too much information’ as “An expression of exasperation and disgust when a person is divulging personal details of his sex life, toilet habits, or anything the listener finds disgusting, uninteresting, and unwelcome.”[1]

Sum, sum. Just because we know it, doesn’t mean we should share it or even try and remember it, never mind go about analysing the hell out of it.

This is where Big Data comes in. 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

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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 →

Consider this: Financial Crisis and Subprime

01 Monday Dec 2014

Posted by Martyn Jones in awareness, Banking, Consider this, disinformation, Dogma

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financial crisis, Organisational Autism, Risk, subprime

Consider this: Financial Crisis and Subprime.

Martyn Jones

This is a republication of a piece written in 2009 on the subject of the Financial Crisis and Subprime loans. As the spectre of overreach and unhedged risks raises its ugly head once again, the temptation to republish this piece was just too much to resist.


Oh dear, whatever happened here? After years of over-borrowing and under-saving, the plentiful supply of cheap and easy money, the enthusiastic recklessness of a number of financial managers, and the complaisance of governments, the inevitable happened, and panic ensued.

It has not been edifying to see political leaders – people at one time we might have considered intelligent, cautious and wise human beings, falling over each other, in the courageous rush to identify scapegoats, to nationalise bad debt and to prop up failing companies.

After cursory deliberation, the condemnatory finger pointed at short sellers and Hedge Funds, and this mendacity passed by with little comment. Thankfully, the new blame game does not seek to target a conspicuous group of people, such as Swiss gnomes, which is progress of sorts, but it is still only a marginal improvement.

So, what caused the financial crisis? Superficially, the answer is simple; it has been the collapse of the subprime market and its impact on underwriters of usurious lending.

There was a time when people with bad credit ratings, or no credit ratings at all, would have found it difficult to obtain a high street loan to purchase a second-hand car, and would have had no chance of obtaining a housing mortgage.

Cheap and plentiful money, overvaluation and the property boom, changed all of that.

Subprime allowed people with dodgy credit ratings to acquire mortgages, albeit with inflated interest rates and draconian small print.

For years, things worked quite well, as the number of people keeping up with their repayments well-exceeded analyst’s forecasts, which meant that profits from subprime lending surpassed expectations.

This led to two things. The further downplaying of risk in the subprime market, and a boom in the number of banks offering subprime loans.

Traditionally, banks lent out money that they held in the form of deposits, in exchange for timely repayments. In many countries, banks were constrained by how much exposure to risk they could assume, in order to ensure solvency and liquidity; so, even when money was at its cheapest, they could not legitimately expand their subprime business beyond certain levels, without getting creative and by passing on risk to third parties.

What happened next? Just as some banks had cashed-in on insurance brokerage, some switched to the role of subprime lending matchmakers. This meant that they were able to take the upfront brokerage fees, and then pass on the loan arrangements to another financial house, and in this way, they increased their fees whilst offloading the risks inherent in holding especially risky arrangements.

Of course, the actual underwriters of these loans also wanted to reduce their risk exposure.

It is a simplistic explanation, but what these companies first did was to create a way to allow for betting on the overall performance of collections of mortgages – the fewer defaults the higher the gains, in order to allow trading in bets.

Additionally, because of the perceived low risk of subprime and the continued overvaluation of real estate, these bets came with an irresistible added value-proposition. A triple A (AAA) risk rating. “Look Ma! Just like government bonds”.

Then, these companies sold slices of these composite bets to other punters, charging for the betting slips based on a combination of risk, time duration and return.

There are various forms of betting on subprime performance, the most common products being Collaterised Debt Obligations, Mortgage Backed Securities and Asset Backed Securities, the riskiest bits of which are toxic waste.

Now, the calculation of the value and the risks in these bets are horribly complex, and frequently inaccurate. So, just to push the envelope, some people came up with a way to take a bunch of already complex pooled bets, and to create a mega pool of pooled bets, which they would then sell on to the market, as another investment product.

So, when economies tanked, it was the subprime market, mainly in the USA, that took the hit for the increase in the defaults on loan repayments. Worse still, because the holders of these bets could not honestly state either their riskiness or actual value, they became as desirable as financial crap, which meant that other banks were no longer prepared to lend them money, and for Prime Brokers to be denied loans, is like turning off their life support?

As attractive as schadenfreundin might be, letting Prime Brokers go to the wall is not a sensible option, as the survival of other companies and many jobs are also at stake.

The subprime downturn led to the current predicament, but that is not where it started, preceded as it was by the follies and frauds of the dot com era, the artificial “good times” brought on by government overinvestment in the military industrial complex and the costs of war and occupation.

We are where we are mainly because of one thing, decades of government, corporate and personal imprudence.

Many thanks for reading this piece.


File under: Good Strat, Good Strategy, Martyn Richard Jones, Martyn Jones, Cambriano Energy, Iniciativa Consulting, Iniciativa para Data Warehouse, Tiki Taka Pro

Aspiring Tendencies in IM: Strength and Innocence

03 Monday Nov 2014

Posted by Martyn Jones in accountability, Ask Martyn, Best principles, deceit, pain

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accountability, aspiring tendencies in IM, ethics, good job, information management, Information Technology, IT business, Organisational Autism, organisational awareness, professionalism

“Anger is the enemy of nonviolence and pride is a monster that swallows it up.”

Mohandas Gandhi

Aspirational trends

The predominance of strength and innocence, better known as ignorance and arrogance, is undermining Information Management, and in turn is ensuring that many Data Warehousing and Decision Support initiatives are disappointments.

2015 will again give IM professionals the opportunity to regain some dignity and professional integrity.

First, by recognizing that there are grave problems within IM; then slowing down and halting the toxic trends, carelessness and bad practices; and then in subsequently, reversing, through intelligence, perseverance and integrity, the ingenuous and decrepit habits that still trouble the profession.

Present indications

In the rush to the bottom we throw excellence in analysis, architecture, engineering and business understanding, under the bus. In IM as well as in many other branches of IT (Information Technology), mediocrity has become the new excellent, regular the new exceptional, and shoddiness the new normal.

Whether it is in Data Warehousing, Big Data, Business Intelligence, Analytics, Decision Support or Data Integration, we see that professional integrity and ethical behaviour – already enough of a rarity in IT – is being repeatedly trumped by short-term expediency, wilful witlessness, and the cultivation and perpetuation of dogmas, dysfunctional behaviour and dubious doings.

The Information Management sector is rife with elaborate charlatanry, partisan expediency and wilful self-deception. There is not a day that goes by in which we are not submitted to an avalanche of contemptible claims from rogue IM evangelists, DW neophytes and unsophisticated opportunists, who chose to simply make things up as they go along.

Manifest requisites

It is in the best interests of IM to raise the profession out of the ditch; to reform the profession from the inside; to drive sea-change improvements in knowledge, quality and professional integrity; to ensure a drastic reduction in destructive hype, deception and dogma, and, to show the artless charlatans, chancers and snake-oil merchants the door.

Data Warehousing and Decision Support – if done right, and for the right reasons – can deliver tangible benefits to many organisations. Simply stated, if business information has a value in the realm of business and strategy then it should be treated as an asset, if it is an asset then it should be managed and nurtured as such, which means aiming to do the right thing right, first time, every time, whilst focusing on maximising confidence, availability and agility.


File under: Good Strat, Good Strategy, Martyn Richard Jones, Martyn Jones, Cambriano Energy, Iniciativa Consulting, Iniciativa para Data Warehouse, Tiki Taka Pro

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 →

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”.

Main cause of IT project failure? – Big Data Informs…

09 Thursday Oct 2014

Posted by Martyn Jones in Analytics, Best principles, Business Intelligence, Executive, Extract, Knowledge, Offshoring, Outsourcing

≈ 4 Comments

Tags

Behavioural Economics, Big Data, Business Enablement, business intelligence, Business Management, business strategy, Challenges, Creativity, Data Warehouse, Organisational Autism

We analysed all the big data and discovered that the biggest reason for IT project failure is people – Big Data Informs…

We had failed at Data Warehousing, Business Intelligence, Core Competence, and quite a few other things, so some bright spark decided to give Big Data a shot.

The first task was to identify the reasons for IT project failure, globally.

According to the techies, Big Data was helping to move things on quite a bit, especially considering a previous attempt to analyse IT project ended tragically when the Data Warehouse coal-face caved in.

Before we gathered together all of the data in the Good Big Data project, we didn’t have a clue as to what was causing so many frequent, costly and dramatic failures.

We have an idea of where the biggest problems may be, but the Big Data team are afraid to pony up.

So, instead of boiling the ocean of data again, we decide to narrow the scope to Data Warehousing and Business Intelligence projects.

We were three months into this project and we’d still not achieved anything to brag about. So I put on my Project Manager’s hat and diplomatically engage up with the Big Data team.

“What the feck are you guys playing at?” I ask “You’ve had three months to come up with findings, and you have found nothing”

So, one by one, out come all the perfectly reasonable excuses and justifications.

“We didn’t know”, “this is very complicated”, “you don’t understand”, “I have the flu”. It all came out. We dance around the issues for a while, and then I set some tasks.

“I want you to find out what the prime motivators are for working on Data Warehouse and Business Intelligence projects”

“Is it for the cache of working on such projects?”

“Is it to bring real technical knowledge and experience to the party?”

“Is it to learn a technology, new product or technique?”

“Is it solely for the money?”

“Is it to ensure that the project lasts for as long as it can?”

“Is it to milk the budget for all its worth’”

“Is it to achieve the business objectives?”

“Is it to create inertia?”

“Is it to be on the inside, to ensure that the project fails?”

“Go and find out just what motivates people to work on these projects”

“Do it now and report back to me this time next week”.

So, I set and assign the tasks, clarify and address every current doubt, and leave.

Next week I go back. The team has a delegated spokesperson.

He says “we have addressed the questions you posed, and the answer is yes”

“Go on” I reply.

“It seems that to a greater of lesser extent, the questions you posed last week are all relevant”

“Fine, now tell me more”

“Well, there is not much to say, apart from the fact that what motivate many people isn’t exactly in the best interests of the projects in question”.

What am I listening to? No shit Sherlock!

“Can you expand on that?” I ask “Let’s open this up to everyone”.

So we have another three hours of discussion.

In the end what emerges is a classic set of metaphors and analogies that clearly identify why so many Data Warehouse and Business Intelligence projects go wrong, and indeed why this particular project cannot really deliver.

So, I wind things up.

“This is how I see it”

“3rd party suppliers and vendors want to see these projects last for as long as possible”

“The more licences, consulting days and bodies they can bill for, the better for them”

“The longer they take our money, and the more of it they take, the better it is for them”

“The more that innocent glitches, hiccups, procrastination and prevarication can be fabricated, forced and imposed, the longer everything takes, and the more that is billed for”

“So, better to over-promise, over-reach and under-deliver, than do things on time and to spec”

“What’s more, many people working on such projects will take the sides of the supplier, to the detriment of the client’s interests”

“Money is being leeched from healthy corporations to pay for bullshit death-march projects that deliver no value, bring no insight and can actually be a risk to corporate health”

“Projects are being financed by us, and used by others, as training”

“Corporations are being used as reference sites, even though the fundamental premise is nonsense”

“We are paying to teach people, bad-practice, worst-practice and no-practice”

“We are creating private armies of artful mediocrity, banality and imbecility”

“And we are proclaiming it as the way that business should be done in the future”

“Well, feck that! I don’t need big data to inform me that we are being taken for a ride”.

So, after ten days of contemplation, I formally close the project.

It had become a meta-example of what we were ostensibly investigating, analysing.and reporting on.

Yours strategically, Martyn

Mugged in Data Hell – Summary – На Бо́га наде́йся, а сам не плоша́й

07 Tuesday Oct 2014

Posted by Martyn Jones in Architecture, Best principles, Business Intelligence, Data Warehouse, Dogma, Knowledge, Offshoring, Outsourcing, Peeves, Risk, Strategy

≈ 10 Comments

Tags

Behavioural Economics, Business Enablement, business intelligence, Business Management, business strategy, Challenges, Data Warehouse, Demagogism, Dogma, Financial, IT Strategy, Offshoring, Organisational Autism, Outsourcing, Requirements management, Risk

I wrote a piece called Mugged in Data Hell.

It told the story of a CIO who was hoodwinked, cajoled, bullied, bribed and patronized into doing the wrong things, continuously.

As my mate Bill said, “It packs big punches, and doesn’t hold back with the shit-kicking truth”.

Continue reading →

Creativity and Corporate IT: Plumbers not Artists

06 Monday Oct 2014

Posted by Martyn Jones in Architecture, Best principles, Creativity, Data Warehouse, Dogma, Excellence, Management, Offshoring, Outsourcing, Strategy

≈ 2 Comments

Tags

Behavioural Economics, business strategy, Creativity, IT Strategy, Organisational Autism, Strategy

Like many people around the world I have certain expectations.

When I want some artwork done for a sales campaign, yes, I expect the people that I commission to show a lot of creativity.

When I want to read a novel, go to the theatre or simply chill-out watching a movie, yes, I do expect some degree of creativity.

Continue reading →

Mugged in Data Hell – Perils of embracing the Faustian Side of IT – Part 4

04 Saturday Oct 2014

Posted by Martyn Jones in Analytics, Architecture, Business Intelligence, Data Warehouse, Knowledge, Peeves

≈ 3 Comments

Tags

Behavioural Economics, Business Enablement, business intelligence, Business Management, business strategy, data integration, Demagogism, Dogma, enterprise data warehousing, Goal Setting, Information and Technology, information management, IT Strategy, MDM, Offshoring, Organisational Autism, Outsourcing, Strategy

Continued from Part 3 which can be found here -> Part 3


“The following week the full high-powered delegation from The Taffia Connection and BogartSys fly in. It was if an army had come to do battle with us. Uniformly slick, sullen and tacky. iPhone; laptop; knock-off Marks and Spark’s; check patterns; butt ugly ties; ‘plastique’ shoes; mismatching socks; ‘business’ rucksacks; all weather hoodies; and, worst of all, off-the-peg smirks just begging to be slapped”.

Continue reading →

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