Author: Zack Lwanga

The Hidden Ethics of Multiple Employment: The Soham Parekh Paradox

The Hidden Ethics of Multiple Employment: The Soham Parekh Paradox

Is this “Hustle-Culture”? Soham Parekh is a Mumbai-based software engineer who simultaneously worked for multiple Silicon Valley startups over the last 2 years. His case has presented the tech world a very fascinating ethical dilemma that personally, I think transcends the simple questions of workplace 

Apple’s “Illusion of Thinking” Whitepaper

Apple’s “Illusion of Thinking” Whitepaper

Apple, last week, entered the AI debate in a very interesting way. They published a Whitepaper that basically challenges the AI industry’s core assumptions on machine learning and reasoning… Apple’s research suggests that large reasoning models (LRMs) that form the basis for AI’s complex problem 

Let’s Flip the Script on These Data Breaches

Let’s Flip the Script on These Data Breaches

“Your data has been compromised.” These five words have become so common in my inbox that they’ve almost lost their capacity to alarm me anymore.

The first time I ever saw this announcement, I realised that I’d probably need to quit my day job just to reset passwords and monitor the affected accounts. The email might as well have said, “Congratulations, here’s an unpaid part-time job for you.”

The Challenge

As a Technologist, I’ve seen data breaches from both sides of the corporate firewall but it wasn’t until I received my own Apple security report earlier this year, showing my personal information had been exposed in 132 separate breaches across companies I trusted, that the absurdity of our current framework for data breach accountability truly crystallised for me.

We’ve created a rather bizarre reality where the corporations we trust with our data can lose this very sensitive information we give them and then outsource the fallout to the same people whose data they’ve exposed. You could liken it to a bank being robbed and then asking its customers to track down the money themselves while offering them a free pamphlet on “How to Spot a Bank Robber.”

Yes, I’m aware that some governments and their fiscal oversight bodies already impose financial penalties on the companies that get consumer data breached, however, we all know those funds rarely make their way back to the affected consumers. Instead, they disappear into general treasuries while the consumers are left scrambling to freeze credit reports, change passwords, and monitor accounts. All unpaid labor that we’ve never signed up for!

The fundamental flaw in this approach (as I see it), is misaligned incentives for these companies and so they continue to treat data breaches as PR problems rather than the colossal failures of consumer protection and abuse of trust that they really are. The government penalties, I’ll admit while sometimes substantial, have become just another cost of doing business, i.e. a line item that never properly compensates those whose data was actually compromised.

The Solution – as I see it

What would truly benefit consumers is a radical rethinking of breach accountability with practical solutions. I may not be a government expert but I’d offer this revolution approach to dealing with this challenge:

First, a direct compensation framework. When people’s data is breached, the affected people should receive automatic financial compensation based on the sensitivity of the exposed information. Was it your NI number (that’s social security for the North American folk) exposed? That’s £1,000 please – wire it to the relevant person’s bank account along with a text confirmation to them. Credit card details? That’s £650. Email and password? That will £400 please. I think this system would create immediate financial consequences that scale with each affected consumer.

Second, mandatory restoration services. Beyond notification, the companies should fund independent “data restoration specialists” who handle the entirety of the post-breach cleanup. From monitoring dark web sales of people’s information to executing account changes and security freezes on their behalf.

Third, portable breach histories. They should be required to maintain accessible records of all previous breaches, and these should be transferable when they’re acquired by or merge with other companies. This will be sure to prevent the all-too-common scenario where responsibility evaporates through corporate restructuring.

And finally,  the companies should face escalating penalties for retaining sensitive data beyond demonstrably necessary timeframes. The less unnecessary data they store, the smaller people’s data exposure when (and not if) these companies’ data silos are breached.

The status quo isn’t just ineffectiv. It’s fundamentally unjust. We wouldn’t accept restaurants charging us for the privilege of cleaning their kitchens after a health code violation. Why then should we normalise doing exactly this with our digital lives? I’ve had some of these companies offer me a free year’s worth of credit monitoring as a goodwill gesture but what’s that going to do for permanent vulnerability? We all have better things to do with our time than becoming unpaid security administrators for the big corporations that failed to protect our data in the first place.

I advance that the cost of breaches should fall squarely on those who failed to protect our information and not on the people who trusted the corporations with their data in the first place.

Wouldn’t you agree?

Nurturing Innovation From Within

Nurturing Innovation From Within

Innovation has become something of a paradox in many large orgs today. On the surface, companies claim to value creativity and new ideas, yet in practice, they often stifle internal innovation in favour of acquiring startups. This approach, while tempting, is a short-term fix that 

When Technology Knows Best, or Does it?

When Technology Knows Best, or Does it?

Some 4 years ago, Apple Inc. gifted us their latest (at the time) innovation in music headphones, the AirPods Max. When I saw my first pair, like anyone faced with a new tech device, I looked around for the power button but couldn’t find any. 

The Human Algorithm: Where Brains Meet Bytes

The Human Algorithm: Where Brains Meet Bytes

If you were born in the 20th century then like me you’d probably remember a time when memorising phone numbers was a thing. In the 21st century that feat has passed for a ‘lost art’. Today we outsource our memory to Silicon Valley companies and instead memorise the moves to the latest TikTok trending dance. The real plot twist is that our brains are changing faster than a chameleon at a disco party (that’s a 90’s joke – yes I’m probably old fashioned sometimes, and not the drink by the way!)

We’ve become incredible at parallel processing. I first became aware of this through observing my little nieces (Gen Alpha) and being really taken by how they could effortlessly hold a full conversation with me whilst texting away on multiple apps to their friends as well as watching their favourite show on telly at the same time. It seems that our visual processing skills are sharper today than they’ve ever been thanks in part to the age of endless scrolling. The little devices in our hands haven’t just captured all of our attention, they’ve literally caused a massive rewiring of our brains in profound ways.

But there’s a catch to all this. As we ‘level up’ in some areas, we’re also experiencing what could be termed the “Google Effect” – where our brains are slowly becoming more like search engines and less like the able libraries they used to be back in the day. We seem not to need to know things anymore; we just need to know how to find things.

The Attention Economy:  Each time you get a notification, your brain gets a tiny hit of dopamine. The Tech companies know this and one could say that they’re basically running a dopamine casino in your pocket. What this means is we are not really addicted to our phones; we’re addicted to what our brain think our phones are promising us.

Some could say that we’re more connected today than ever before and yet somehow these facts are also true:

  • We feel more isolated
  • We have more friends but fewer deep connections
  • We have infinite information but shorter attention spans
  • We have better tech but worse posture

The plot twist is that our brains are plastic. Not the kind of plastic that the corner shops still hand out with each purchase. We’re talking ‘neuroplasticity’ here – the kind where our brains constantly rewire themselves with every TikTok, Tweet, Snap that’s effecting the laying down of new neural pathways. We’re literally becoming what we scroll. One could almost say, it’s all a massive experiment on human consciousness (Cue: They Cloned Tyronne – a beautiful movie by the way, if anyone’s after a recommendation!) – If we really think about it, we’re the first generation to:

  • Experience FOMO about things happening on the opposite side of the planet
  • Have AI in our pockets
  • Outsource our memories
  • Have digital lives that are almost as real as our physical ones

So, we’re not just watching this transformation, we’re also actively creating and enabling it with every app we use and every piece of tech we adopt. Without knowing it, we’re actually voting for the future of human cognition.

So where does this leave us? This is where it gets interesting: Because our brains can’t tell the difference between scrolling Instagram and learning quantum physics, the same dopamine hits that make social media addictive can also make learning addictive. This is how we get to hack the system – call it a cheat code if you like:

  1. Using tech products more intentionally. Applying them like a tools rather than going at them like slot machines. 
  2. Training our attention and focus like the superpowers that they are
  3. Remembering that we should be the users and not the products (as much as we can anyway)
  4. Keeping our dopamine hits as diverse as possible. Mixing some learning in with all the endless scrolling on TikTok (the western one anyway as I’m told TikTok’s quite different in the Far East – could someone confirm this?)

To use a clichéd business-phrase, what’s the call out action here? To avoid being called cyborgs with smartphones we need to carefully and thoughtfully navigate this biggest cognitive revolution since the invention of writing.

It’s not about fighting the future or resisting change; it’s about being more intentional about actually shaping our future.

We’ve got to remember that our brains are the ultimate technology. Everything else is just an upgrade package.

Generative AI: The Magic Above the Surface and Data Iceberg Beneath It

Generative AI: The Magic Above the Surface and Data Iceberg Beneath It

There’s no denying that AI is one of the most mind-blowing technologies of our time. One of its better known children – Generative AI – is everywhere: writing text, creating images, coding… even attempting jokes (though I don’t think we’re quite there yet with this 

The Great Surrender: Everything-as-a-Service

The Great Surrender: Everything-as-a-Service

I’ll start with a disclaimer: This isn’t about Netflix replacing Blockbuster – and that’s a beautiful story, but for another day – or Spotify replacing the weekly trip to the Record store.  This is about something more fundamental and perhaps, even sinister. It’s about a 

Leading Together

Leading Together

Imagine a workplace where one voice dominates, decisions flow top-down without room for challenge, and teams operate in silos.

This authoritarian leadership style might seem like a relic of a past era and yet there some pockets in our world today where this style of leadership still persists. 

We live in a very fast-paced and interconnected world today where it’s increasingly clear that this kind of model has no place in modern businesses. Not only is it outdated, but it actively stifles the growth, innovation, and resilience that an organisation would need to thrive.

If we can be honest with ourselves, since the Covid lockdowns of 2020/21, many employees and employers have woken up to realise that work is no longer just transactional. People are looking for meaning, empowerment, and a voice and authoritarian leadership works against these needs by discouraging collaboration and autonomy. 

Instead of a thriving environment of ideas and creativity, this kind of leadership breeds fear, discouragement, and stagnation. When people are only expected to follow orders, they miss out on valuable insights and diverse perspectives that could lead to breakthrough innovations.

Considering a recent study by Deloitte that found that organisations fostering collaborative, inclusive cultures are twice as likely to outperform competitors, it’s no surprise that in places where this is the case, the leaders there don’t dictate from a distance. They listen, they mentor and they empower. They understand that today’s workforce is skilled, informed and capable of bringing extraordinary insights to the table. Leadership, then, becomes more about facilitating and less about controlling the outcome.

This isn’t to say that leadership shouldn’t be directive when necessary, but direction can be inclusive. Leadership should be about harnessing collective intelligence, inspiring trust, and creating the space for each person to contribute to the larger mission.

If we truly want to harness the full potential of our organisations, we need to consider breaking away from authoritarianism and  embracing a kind of leadership that is transparent, inclusive, and adaptable. We need to champion a new model that values collaboration over control, conversation over command. 

When leaders are willing to step off the pedestal and walk alongside their teams, they create cultures that are resilient, responsive, and ready to meet the future with open minds and strong hearts.

In short, authoritarian leadership may deliver short-term compliance but it will never build the kind of resilient, innovative, and sustainable businesses that define the best of today’s modern era. Empowerment is where true growth, for both people and business, can truly begin.

Consumer Demand & Supply: Reflections on a Transforming Landscape

Consumer Demand & Supply: Reflections on a Transforming Landscape

I first wrote and published my thoughts on this matter in a blog circa early 2016 on LinkedIn. This was well before some of the major supermarket chain mergers that we have today. Back then, the digital transformation of retail was quite well underway, one