The periodic round up:
- The future of outsourcing – A short and succinct piece on both the advantages and the dangers of outsourcing, and the implications of it for your business. And the importance of drawing the line in the right place:
“Only a fool would outsource their heart or lungs by choice.”
- Turn Big Data aspirations into business value – Big data is one thing; finding the business value in it is a bit harder – MIT’s Sloan Management Review suggests that
“…a large percentage of stored data serves no useful purpose because management has not specified how it will be used: who will make what decisions or provide what services with what data.”
Interestingly, the research suggests starting at the operational level rather than attempting analytics.
- - The Obvious? – State Of The Net 2012 – Euan’s talk at State of the Net 2012 – a primer on not only what internal use of social media organisations can adopt, but a consideration of the implications of doing so for individuals.
- Atlassian’s big experiment with performance reviews – My opinion of individual performance reviews is fairly well-known, and anecdotally well-supported. What has been missing, though, is a viable alternative to the process that most HR software supports. Atlassian found this too, but being software developers weren’t prepared to let that lie. They are not only hacking together a working alternative process, but are sharing it for our interest and education …
- At Large in the Post-Normal Beyond Futurism – If you struggle with what we consider “normal” at the moment, you may have bigger problems with “post-normal”, and the ubiquity of VUCA (volatility, uncertainty, complexity and ambiguity). Boyd considers what we might need to make sense of the world, and sees “speculative design” which considers “implications” as more important than “applications” of design
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The weekly round up:
- Why is surprise the permanent condition? – All our political, financial and business systems strive to reduce variability and unpredictability, which is sometimes a good thing. But in times, circumstance or environment that is naturally "noisy", an enforced calm merely hides the variability from view so it is never considered in our planning. When it finally breaks through, as it almost inevitably will, it comes as a shock, and at a larger scale than when it was suppressed – but it could have been foreseen if we hadn't covered it up.
- People Power – A glimpse at the way our lives might change for the better when we learn how to leverage the fact that we are more and more connected than we ever have been before. Using health care as an example, this post talk about using what we already have to improve effectiveness of existing facilities.
- Patient-driven health care – Nowhere is our personal data more "personal" than our health records; and nowhere is there a more committed participant than when someone is told they are seriously ill. Why is it then, that "patients are the most under-utilised medical resource"? Because we don't have easy access to our own data, and we don't control its use. If we're lucky, we've had the same doctor for a long period – but the doctor shouldn't be the aggregator of our health data, we should. Why? Watch the linked video from TEDx Maastricht and find out …
- Same Old New World Cities; or, the missing vision for Australian cities; or, asking the right questions in the first place – A response to the Australian government's National Urban Policy discussion paper (http://www.infrastructure.gov.au/infrastructure/mcu/urbanpolicy/index.aspx), this is a biting criticism of the lack of decent thinking and debate about not only what our cities should look like, but more importantly, what sort of cities we really need in Australia. Our love affair with McMansions in the outer suburbs and pervasive home ownership are no longer consistent with having sustainable and resilient living spaces that make us richer: socially, environmentally, intellectually, culturally and economically.
- The Management Myth – One for all the MBAs out there – maybe you should have studied philosophy. A neat précis of management theory, and how the same themes get recycled under new names in a regular cadence, and how they seem to do so little of value. Consultants! Who needs them … ?