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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 

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 quiet transfer of control over our cultural memory and daily experiences to a concentrated group of digital gatekeepers.

Who remembers those times when our photo albums remained unchanged unless we chose to modify them. Record collections played the same versions and lyrics to songs year after year. You bought a book and it actually sat on your shelf indefinitely – immune to retroactive edits or sudden disappearances. 

We actually owned objects that were fragments of our cultural history – literally ‘frozen’ in time.

Today, however, we’re more comfortable with streaming these choices – and our consciousness by extension. Our music playlists can change suddenly and even without our knowledge. E-books can be modified or even removed from our devices altogether. Cloud-stored photos could theoretically vanish with a server mishap or a simple corporate decision. More cars on the road today are also increasingly dependent on remote servers and subscription-based services to enable them function fully. Just the other day, as I got to start my vehicle, a warning message came on the dashboard alerting me, a software update to version.x.x had ‘successfully updated’ – erm, who let you do that sir/ma’am? It’d be a losing battle for me to try to ring up the manufacturer to ask why and how so I just let it be! 

We’re progressively transforming into renters in our own digital lives.

On a more sombre note, this shift carries profound implications. By trading ownership for easy accessibility, we don’t just lose objects, we also lose our autonomy over our cultural and personal narratives. Who controls the version of the digital books we read? Who decides which episodes of a streaming show should remain available? Who determines if our smart home devices should continue to function as advertised? Who decides whether to ‘cancel’ an artist and erase their ‘art’ from your digital smart collection? 

The other side of this argument isn’t lost on me, i.e. the convenience of “everything-as-a-service” is certainly seductive: why maintain a personal library when you can access millions of books instantly? Why own a car when you can summon one at will only when you need it? 

But with each surrender of ownership, we are literally handing over a piece of our independence to corporations whose priorities may not always align with preserving our cultural heritage or protecting personal agency. Not to mention the potential for reality itself to become fluid when content can be modified remotely and ever so easily. The book you read yesterday might not be the same today. The documentary you watched last month might disappear entirely. The family photos you stored in the cloud might be compressed, altered, or even lost with a terms-of-service update.

Does truth then become a matter of perspective and not the immutable fact it’s always been?

We’re not just renting products anymore. We’re renting reality and perhaps even life itself. This isn’t a call to reject progress or retreat to purely physical possessions. It’s more a wake up call and a plea for a more conscious consumption in an increasingly subscription-based age. We need to think more critically about what we’re willing to rent versus own, what deserves permanent storage versus temporary access, and most importantly, who we trust with the keys to our cultural and personal heritage.

How do we develop a new framework for digital ownership, i.e. one that preserves the convenience of subscription services while protecting our right to maintain permanent and unchangeable versions of the content that shapes our lives and societies. Why, you might ask. Because the alternative is a more scary concept: 

It’s a world in which truth and memory become as fluid as our monthly subscription choices.

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 

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 

Why You Should Align Your Business and IT Strategies

Why You Should Align Your Business and IT Strategies

The Challenge

When significant change occurs in a business, more commonly, the  business leaders also update their company strategy to face up the the change and for non-tech focused businesses, the tendency is also usually to focus last, if at all, on the technology that may underpin those changes.

The next common tendency is for the subsequent changes to technology or systems to get squeezed into ‘cost centres’ and IT Managers simply asked to  ‘make things (miracles really) happen’.

With technology innovation as pervasive as it is in every area of our lives today, every business area will have its own technology demands and the tendency for IT budgets to expand into monstrous proportions as a result of this will not be lost very soon.

The Reaction

The most typical reaction to this in many businesses then becomes one of ‘cost management’. Questions are asked about where concessions could be made and decisions are taken based on the implication to the business of the higher costs and challenges of updating existing technologies compared to the costs of maintaining legacy systems and applications.

In businesses where technology leaders are excluded from strategic planning sessions, the impact of any strategic business changes onto the in-house technology and IT teams becomes one that easily elicits a reactionary approach in terms of delivery.

The Impact

This approach tends to serve mainly the interests of the individual (requesting) department in the business without necessarily catering towards the ultimate business goals.

In a situation where the Technology and IT leaders are not engaged in the new business strategy early on, what businesses soon find is that the in-house tech- and IT team(s) become to a large extent hamstrung, with little or no insight into what’s happening in each area of the business.

This is a particularly difficult place for IT leaders to be able to make the best technology decisions that would support the overarching business strategy.

The result of this is a business that evolves its core strategy whilst the technology team works to an old strategy, or even worse, a divergent one. And thus begins a classic case of organisational misalignment. This is a living nightmare for any business and its usually most hard-working people.

The Case For Change

Identifying and correcting organisational misalignment is critical to any business. The benefits of integrating business and IT strategies for businesses to gain a competitive edge in this day and age cannot be underestimated.

Some may argue for and against the need for Tech and IT leaders to have a seat at the executive table where the course for the business is charted to avoid falling into this trap but we’ll save that debate for another day.

It’s far more important for businesses to recognise the need to foster a comprehensive understanding at all levels of business leadership, the benefits of working in tandem with Tech and IT leaders in the direction and delivery of any effective business strategy.

Ensuring such a delicate balance would deliver such critical returns to business as:

  • Empowering Tech and IT leaders to frequently review Business IT Strategy against Business Strategy, keeping their finger on the pulse of how technology may be supporting (or abetting) the business growth and making necessary changes.
  • Focusing the efforts of in-house Tech and IT teams on only those services that drive the business towards the success of its goals.
  • Enabling Executive Teams to plan and budget appropriately for the right technology to drive the business towards achieving its ultimate goals.

With technology being in such a unique position to deliver far-reaching and impacting change across multiple areas of business, the focus on technology and IT needs to be adopted very early on and closely embedded within any business philosophy to enable progressive businesses stay ahead of their competition.