• Young and Hungry – carpe factum

    Quote: Young and hungry is not about ego. In proving itself, young and hungry lets the accomplishment trump the personality. We’ll let Kim Jong Un stay in North Korea, thank you very much. We have enough little dictators invading our cubicles already. Young and hungry is not autocratic. It doesn’t need to be. Young and hungry doesn’t backstab or steal credit. Young and hungry doesn’t need to issue hollow ultimatums to get its way; young and hungry sets out a compelling vision. Young and hungry invites others along on the journey and attempts to keep them engaged as long as they want to be part of that journey. Young and hungry doesn’t delegate; it rolls up its sleeves and welcomes the work.

  • Data skepticism – O’Reilly Radar

    Quote: …if we really want to do data science, it has to be done by incorporating skepticism. And here’s the key: data scientists have to own that skepticism. Data scientists have to be the biggest skeptics. Data scientists have to be skeptical about models, they have to be skeptical about overfitting, and they have to be skeptical about whether we’re asking the right questions. They have to be skeptical about how data is collected, whether that data is unbiased, and whether that data — even if there’s an inconceivably large amount of it — is sufficient to give you a meaningful result.

  • Dark Data – A Business Definition – Social, Agile, and Transformation

    Quote: Dark data is data and content that exists and is stored, but is not leveraged and analyzed for intelligence or used in forward looking decisions. It includes data that is in physical locations or formats that make analysis complex or too costly, or data that has significant data quality issues. It also includes data that is currently stored and can be connected to other data sources for analysis, but the Business has not dedicated sufficient resources to analyze and leverage. Finally (and this may be debatable), dark data also includes data that currently isn’t captured by the enterprise, or data that exists outside of the boundary of the enterprise.

  • Can the CIO be the Chief Digital Officer? Crafting the right role

    Quote: The current CIO role, like very current role in the enterprise, is missing elements and attitudes of being an effective Chief Digital Officer. Elements related to revenue, P&L, innovation, product development, sales, pricing, etc. that are not part of the standard CIO role. The CDO requires working in an indeterminate and volatile environment with different attitudes about delivery, time to market, speed, agility, willingness to fail, learning, tolerance for some waste, etc. that is not naturally part of IT. That is why its not a simple title transfer, a quit claim deed to go from CIO to CDO, it takes more and that starts with defining the destination by selecting the right role – for your organization and for yourself.

  • We need a data democracy, not a data dictatorship — Tech News and Analysis

    Quote: A data democracy built to last needs tools that empower everyone to work with data rather than relying on apps and data scientists. Tableau helped ignite the data revolution, and its IPO could help it keep going.

  • Designing Better Experiences Through Data | UX Magazine

    Quote: Principles, at minimum, should align with how users expect their data to work within services now and predictively in the future. At the end of the day, consumers and customers don’t really care about data being "big." They care about how it fits into their lives and plays a beneficial role. It’s up to designers to invent these amazing new benefits without compromising users’ trust and bandwidth in the process.

  • Your Least Engaged Employees Might Be Your Top Performers – John Baldoni – Harvard Business Review

    Quote: While low performers may be more engaged, their efforts may not be as productive, especially since it’s the higher performers — disengaged though they may be — who are doing all the work. The underperformance of the former undermines the effort of the latter. This is especially true, according to the study, when low performers are not held accountable for poor performance. These employees may not even know they are doing a poor job.