Big Data may be tough on our technology stacks, but the real challenges lie elsewhere.
Promises. Promises. Big Data sure makes a lot of them.
Increase the effectiveness of your sales (or political) campaigns by using behavioural data to divide customers into micro-segments.
Improve brand perception by monitoring the complex web of conversations across Twitter, Facebook and other channels and then engaging carefully with key influencers.
Analyse internal processes to find opportunities to reduce costs and increase responsiveness.
Sounds great, but is it real? Are people actually doing such stuff, or is it all vendor hype?
When work is invisible, a spiral of death builds up. How can we break that cycle?
Apps. Websites. E-commerce platforms. We talk about these things all the time. They’re having a very real impact on our world. Yet they’re all scarily intangible.
Like icebergs, you see only the small percentage that’s on the surface. There’s a lot going on deeper down. Code, libraries, schema, configuration scripts, layer upon layer of infrastructure – all largely invisible.
Sometimes the best practice is simply to be flexible and adapt your response to the situation at hand.
Are you paralysed by 'best practice'?
Innovation is increasingly going to shift from the device to the interaction between multiple devices.
Apple is the biggest corporation around. Its fights with Samsung win front-page headlines. Have the device-makers taken over the world, or is this a battle amongst the residual dinosaurs?
I think it’s the latter.
Security doesn't come from building castles. It comes from people taking action to defend themselves.
In the middle ages, security was simple. If you wanted to be safe, you found a steep hill and built a castle on it. Add a network of walls, ditches, moats and battlements, and you could feel pretty secure.
Problem is, most castles were starved, not stormed.
Decision-making is about more than appearing decisive. It’s about managing the context so that we achieve the outcomes we desire.
How do you succeed in today’s rapidly changing world?
By making decisions faster than the competition? By identifying opportunities, rapidly zeroing in on the best ones, and then pursuing them relentlessly?
Not so fast. There’s a growing body of evidence that rapid decision-making isn’t the key to success...
Big data is about more than Hadoop and a bunch of fancy technology: there are some very real organisational barriers too.
It's a bit of a mirage. As soon as you get your head around it, it ceases to exist.
How so? The accepted definition for Big Data talks about exploiting “data sets whose size is beyond the ability of commonly used tools to process it within tolerable time”. By that definition, as soon as you’re comfortably handling the data, it ceases to be big.
Nonetheless, Big Data is clearly trending amongst the tech analysts, and it’s doing so for good reasons. The volume of data we’re handling is growing dramatically, Social media, the internet of things. The mass of data produced by smart electric grids, intelligent traffic systems, etc.
90% of the data ever created has been created in the last two years...
Small, frequent, fine-grained interactions erode organisational boundaries.
How will organisations evolve in the face of mobile interaction patterns?
When a team can't meet customer demand, that demand starts to go underground.
This can have unintended side effects...
Problems rarely kill projects. What kills them is failure to recognise and address problems.
A colleague said recently that online projects fail for three main reasons – poor governance, weak communication or problematic technology, and in roughly equal proportions.
I’m not sure I agree about the proportions, but the categories feel useful.
For a start, each has its own distinctive failure modes.