Category: Learning

Information is not knowledge. The only source of knowledge is experience. You need experience to gain wisdom…

Posted on by The Information Badger in Business, Delivery, Human Resources, Information Technology, Leadership & Management, Learning, Technology

It’s not unusual when having met a senior leader or company executive for the first time to come away feeling either impressed and respectful, or underwhelmed and sceptical. Of his many such encounters, the Badger always remembers one because it involved ‘age’ and ‘wisdom’ !  

The CEO of a niche tech company approached the Badger’s CEO to ask if they could talk informally to ‘someone with experience and wisdom’ about IT delivery. The two CEOs knew each other through being on the same committee of a trade body. Out of good will, the Badger’s CEO asked him to meet with the individual to share some wisdom gleaned from his IT delivery experience. The Badger duly met the tech CEO, and after a few opening pleasantries, was told by the latter that he was probably too old to provide the kind of wisdom they were looking for! The 35-year-old CEO believed that wisdom provided by anyone older than themselves was outdated and irrelevant. The Badger, a decade or more older with some grey hairs, managed to suppress his irritation!

The CEO was polite but dismissive of the Badger’s experience and guidance. They believed that someone younger and focused on every facet of the latest hot trends would provide more valuable input. This rankled, but the Badger simply pointed out that if they didn’t want his advice, then that was, of course, their prerogative. The meeting soon ended. The Badger’s parting shot was to say that he was proud to have reached an age, maturity, and independence that’s so neatly expressed in Einstein’s quote, ‘I have reached an age when, if someone tells me to wear socks, I don’t have to’. The Badger reported back to his boss that he was unimpressed. His boss wasn’t surprised, admitted to disliking the individual, and expressed an opinion that the tech CEO wouldn’t last long in their job. They were right!

The US Presidential Election has put age in the spotlight. Both candidates are much older than the averages for Fortune 500 company chiefs, FTSE 100 CEOs, and 2024 UK Members of Parliament (59.2, 55, and 50 years old, respectively).  The average age of workers  in tech and IT is much closer to that of the 35-year-old tech CEO, and so for those working in these dynamic sectors, it’s worth remembering that we aren’t born with wisdom, age alone doesn’t imply wisdom, and that those who have it acquire it over time through work, personal, educational and social experiences, and exposure to the behaviour of others. That’s why for a long career and to acquire wisdom  you must continually expand your real experience and real skills rather than academically fixate on the latest hot trend. Einstein, after all, said that ‘Information is not knowledge. The only source of knowledge is experience. You need experience to gain wisdom’, and he was right…

Is social media the new tobacco?

Posted on by The Information Badger in Health & Social Care, Learning, Life, Online Safety, Online Services, Opinion, social media, Wellbeing

The UK’s in the throes of a General Election and, whether we like it or not, social media is an important part of campaigning for politicians, political parties, and any person or organisation wanting to influence the outcome. Social media is the modern billboard. The Badger’s always been cautious about social media, and he engages with it in moderation. Why? Because his IT career spanned the time from its origin through to its evolution into being dominated by the global, revenue and profit dominated goliaths we have today.  He’s learned that it’s a minefield for the unwary, and perilous for those vulnerable to the tsunami of memes, misinformation, disinformation, sales and marketing spin, scams and bile that is regularly delivered. Social media is, of course, here to stay. The Badger, however, overcame any fear of missing out (FOMO) regarding its content many years ago. He thus ignores any content that is election related.

Aside from the UK election, something relevant to social media caught the Badger’s attention this week. It was the USA’s Surgeon General’s call for  tobacco-style warnings on the hazards of using social media. This struck a chord because the Badger’s quietly thought for some time that social media is the new tobacco! The Badger hasn’t lost his mind because, as they say, ‘there’s method to the madness’.

Tobacco’s been with us for centuries, see here.  Cigarettes evolved in the 1830s, and smoking was a norm for adults across UK society in the 1920s, driven ostensibly by cigarettes being included in First World War military rations and heavy advertising by tobacco companies. Smoking continued to grow, with the highest level for men recorded as 82% in1948. Tobacco companies, of course, grew fast, and became extremely rich and powerful. The health issues associated with tobacco were known long before the 1950s when the evidence of the impact of smoking on public health became incontrovertible. Since then, steps have been taken to eliminate smoking. The tobacco companies have fought to protect their revenues, and tobacco-related legislation only really started changing significantly in the early 2000s.

Doesn’t this progression of a product, mass marketing, widespread public adoption as a norm, the growth of wealthy and powerful companies protecting their product at all costs, eventual public realisation of the product’s damage to society and individual health, followed by long overdue corrective action resonate with what’s happening with social media? The Badger thinks it does. For tobacco, the progression has taken a century or more, but for social media it’s happening over just a few decades. The Badger senses that the Surgeon General’s call for tobacco style warnings has its place, but more needs to be done faster or society and individual health will be in an even bigger pickle at the end of this decade. Just a thought…

Physics, Chemistry, Mathematics and Light underpin the digital world of tomorrow…

Posted on by The Information Badger in Batteries, Change, Education, Information Technology, Learning, Obsolescence, Science & Engineering, Smart & New Technology, Technology, Transformation

A trip to the supermarket provided a reminder that without physics, chemistry, and mathematics none of our modern tech, internet, and online services would exist. Hardly a revelation, but what triggered this heightened awareness? Well, just the simple act of taking a small bag of spent disposable batteries to a recycling bin in the supermarket’s checkout area. The bin was full to overflowing with used disposable batteries from toys, clocks, TV remotes, cordless computer keyboards, wireless mice, and a myriad of other sources that use replaceable batteries as a power source. The act of depositing his spent batteries reminded the Badger that each one is actually a little capsule of physics, chemistry, and mathematics, and that our digital world depends on these subjects and batteries of one form or another.

On returning home, the Badger reflected on the science, materials, manufacturing, and recycling of these disposable batteries and whether they’ll ultimately be made redundant by newer power source innovations in the decades ahead. After all, the Titanium Citizen Eco-Drive watch on the Badger’s wrist uses solar and artificial light for power rather than replaceable batteries. It’s a technology that dates back to the mid-1970s, so it’s not new. Furthermore, the 1980s pocket calculator sitting on the Badger’s desk is also solar powered with no replaceable batteries. It’s a memento from a major 1980’s software development project and it works just as well today as it did back then! The Badger thus found himself wondering why power derived from light sources hasn’t rendered the disposable battery redundant in the last 40 years. Well, to make a functionally reliable, manufacturable, commercially viable product that has physics, chemistry, and mathematics at its core takes years of research to come to fruition. The good news is that it looks like lengthy research is bearing fruit and we may soon see a revolution that makes natural and artificial light the power source for a wide range of our devices, see here and here.

We should not be surprised that the coming years are likely to see a significant change in how our in-home devices, smart tech, and personal computing devices are powered. The use of replaceable batteries looks destined to decline. There’ll ultimately be no more charging cables, and no more trips to the supermarket to recycle spent batteries! Things, of course, are never that clear cut, but if light photons hitting panels on a home’s roof can generate electricity for household use, then it’s inevitably just a matter of time before light will power our gadgets and render disposable batteries redundant.

Fundamentally, power sources – and everything else in our modern digital world – are determined by physics, chemistry, mathematics and years of research. We should never shy away from being educated in these subjects because they – and light – are the seeds that will determine whatever we want the digital world of the future to be…

Change starts with the individual…

Posted on by The Information Badger in Change, Climate & Environment, Energy and Energy Markets, Learning

The amount of electricity and gas Kilowatt Hours the Badger uses has reduced by 12% and 21%, respectively, over the last year. He’s also used 10% less vehicle fuel. The reductions come from small behavioural adjustments, rather than wholesale lifestyle change. The Badger’s pleased because the savings are helping the planet, and because they illustrate the impact of taking personal responsibility for ‘change’ which is, after all, one of the perpetual rhythms of life which humans have coped with for millennia.

Feeling good about his energy reduction helping the planet, the Badger visited his community’s monthly street market where stalls of locally produced goods, food, and drink interleave with those of charities and campaign organisations. Good weather meant the market was busy. As the Badger nonchalantly browsed the stalls, he lingered a little too long at a climate campaign stall. He was cornered by the stall’s hosts, a mother and daughter who were vaguely known to the Badger as neighbours from further along the road where he lives. Not wishing to be rude, the Badger listened politely to their pitch about the need for more government action in climate issues and moving away from fossil fuels to save the planet.

They asked if the Badger agreed that reducing  the world’s dependency on fossil fuels was beneficial, and if he soon planned to drive an electric car. He answered Yes and No, respectively, and added that a) he wasn’t sure that the whole-life environmental impact of current electric cars was positive, b) that he expected to drive his trusty diesel SUV for the foreseeable future, and c) that he was already adjusting his behaviours to benefit the planet regardless of campaigns by environmentalists! They seemed a little stunned. The Badger asked if changes to their individual behaviours had reduced, for example, their own energy consumption over the past year, and, looking rather sheepish, they admitted they didn’t know. They disengaged when the stall became busier, and the Badger sidled away to continue browsing through the market.

Walking home afterwards, a car pulled up and asked if the Badger wanted a lift. It was the pair from the climate change stall. The Badger declined the offer on the basis that the exercise was good for both him and the planet. The mother grinned and said ‘You’re a proper ecowarrior! You made us realise that we really should be doing more adjustments to our own day to day behaviour to reinforce pressing our climate message to others’.

The Badger’s been called many things over the years, but never an ecowarrior! Just remember, change starts with the individual and is not the responsibility of others. You too are an ecowarrior if you make small behavioural adjustments that will ultimately benefit our planet. Life is, after all, a journey of continual change, and our inherent individual capacity to change is why our species has come to dominate the planet…

Seven small, fundamental, inventions without which the modern world would not be as it is…

Posted on by The Information Badger in Innovation, Learning, Life, Technology

After doing some repairs to a flight of garden steps in the blazing sun, the Badger settled down in the shade to finish reading a book he’d purchased a few days earlier. The book, a proper hardback from a local bookshop, is Nuts & Bolts, Seven Small Inventions That Changed the World (In a Big Way) written by Roma Agrawal. She worked on The Shard in London, and is a structural engineer, author, and broadcaster with a physics degree and an MBE. It’s an excellent book, an easy one to read, and one that makes you realise that a small number of fundamental inventions underpin the world as we know it today. These inventions, the Seven Small Inventions in the title, are the nail, wheel, spring, magnet, lens, string and pump. Without them, our modern world full of complex technology that ranges in scale from the tiny to the huge, would not be what it is.

While chilling out reading the book, the Badger’s nephew arrived to return a laptop he’d borrowed recently after his own broke. He’s in the middle of revising and taking exams that determine whether or not he goes to University in the autumn. With video and music from Glastonbury streaming on his smartphone, the youngster sat down and asked the Badger what the book was about. The Badger playfully answered that it was about the fundamental inventions, namely the nail, wheel, spring, magnet, lens, string and pump, without which the Glastonbury music festival and his smartphone wouldn’t exist! The disbelief on the youngster’s face was palpable, and a light-hearted discussion on the Badger’s assertion ensued.

The Badger took the initiative and mentioned that without the fundamental invention of a nail none of the festival’s structures would exist, without the magnet there’s no electric guitars or sound systems, and without the invention of a lens there would be no pictures to stream. At first his nephew was unpersuaded, but a glimmer of enlightenment soon emerged as he started to think more deeply. ‘So’, he said, ‘you’re really saying that the internet, social media, and the smartphone are not fundamental inventions because they could not have been produced without the prior engineering invention of the nail, wheel, spring, magnet, lens, string and pump?’ The Badger nodded, and said that it’s worth remembering that integrated circuits, first invented in the 1950s and now at the heart of today’s computerised world, could not have been produced without the prior existence of the Seven Small Inventions highlighted in Roma Agrawal’s book.

The youngster, a budding biological scientist, grinned. He said he now appreciated that what we see as routine in our complex tech-dominated modern world is derived from simple, fundamental, and often not very obvious engineering inventions. The Badger sensed that he may have awoken an inner latent engineer in his nephew, and that’s no bad thing…

Should ‘information’ be thought of as a poison?

Posted on by The Information Badger in Education, Information Technology, Learning, Life, Online Safety, Press & Media

A couple of weeks ago, BBC News unveiled BBC Verify, a new brand to counter disinformation and reinforce audience trust by showing how its journalists check the veracity of what’s reported. Inevitably, Verify has been frequently featured in the broadcaster’s radio and television news programmes since the announcement. Surveys (like the one here, for example) show there’s been a significant drop in trust in the UK news media over the last five years. With BBC News having suffered one of the biggest drops, it’ll be interesting to see if Verify helps to stem their downward trend.

The advent of BBC Verify, plus recent social media and online clamour surrounding a number of human tragedies, triggered childhood memories of the Badger’s father reading his newspaper at the breakfast table. He would regularly say ‘Don’t believe everything you read in newspapers, lad. Most of the information is just poison’. In today’s world we access and consume news and information in a very different way, primarily via our televisions and internet enabled laptops, tablets, and smartphones on a 24 by 7 basis. This fatherly advice, however, seems even more relevant than ever today. These days, being sceptical about the content  you consume and wondering if it contains something poisonous likely to harm you, is definitely no bad thing.

In biochemistry, a poison is a natural or synthetic substance that causes damage to living tissue and has a harmful or fatal effect on our body. The act of poisoning involves a cause (the poison), a subject (the entity being poisoned), an effect (symptoms), and a consequence (debilitation or death). Awareness that things like insect and snake bites, drugs, dodgy food, pesticides, radiation, and biological/chemical agents can poison us is good, but our awareness that ‘information’ can poison our minds and change behaviour is still too low, especially in youngsters whose lives are dominated by social media and the virtual world. It’s no surprise that evidence for harm to young people’s mental health through their use of social media continues to grow.

The Badger’s found himself wondering if there’s merit in thinking of ‘information’ as a poison giving the synergy with the act of poisoning noted above. Just like a medical drug, ‘information’ consumed in an appropriate context from a trusted source can do much good. But also like a drug, ‘information’ in high quantity glibly absorbed and accepted from anywhere can cause an individual great harm. Categorizing ‘information’ as a poison might, perhaps, simplify and embed greater understanding of its potential impact on wellbeing, especially in youngsters.

The Badger tested this musing with his teenage nephew, only to be told that age had clearly affected his mental faculties! If that’s true, then it’s down to the ‘information poison’ he’s consumed over the years and the fact that there’s no real antidote in sight…

Facts are facts and will not disappear on account of your likes…

Posted on by The Information Badger in Business, Leadership & Management, Learning, social media

Many years ago, after completing the turnaround and handover of a troublesome major project to a difficult client, the Badger went on holiday in sunnier climes for some rest and recreation. His family had insisted on complete digital disconnection from the world of work during the break, and so the Badger was fully refreshed, keen to catch up with colleagues, and champing at the bit for another challenge on the first morning back at work after the holiday. Shortly after settling into a backlog of emails, however, the Badger’s phone rang – the CEO wanted to see him straight away. With some trepidation, the Badger immediately went to their office in another part of the building.

The CEO greeted the Badger jovially, ushered him to a sofa, and then got straight to the point. A major contract on the company’s routine monitoring list had suddenly escalated as having serious delivery and contractual problems. The CEO said that they were being inundated by different opinions about what had gone wrong and what action was needed. They used a phrase uttered by Clint Eastwood in the film ‘The Dead Pool’, namely ‘Opinions are like a**holes, everyone’s got one’’, to highlight their frustration that opinions were making it difficult to get to the facts they needed to decide a course of action that was in the company’s best interest. The Badger left the CEO’s office with a new task, namely, to establish the facts!     

Having been involved in many problem situations, the Badger had already learned many things, two of which were pertinent to his new task. The first was that the cause of problems rarely sits with just one of line or project management, inter-business unit rivalry, financial controls, people issues, plans and processes, client relationships, requirement and engineering flaws, or contract ambiguities. It’s normally a combination of many of these factors. The second was that having a good grasp of the overall facts was essential to formulating a recovery strategy and action plan that had solid foundations. To get to the facts meant cutting through the opinions, half-truths, distortions, agendas, and finger-pointing of others, by being the completely objective grown up in the room.

So, if you find yourself having to make important decisions during the maelstrom of an escalating problem, then be steadfast, focused, and do what’s needed to ensure you take these decisions based on facts not opinions. Good leaders and managers remember that Nehru once said ‘Facts are facts and will not disappear on account of your likes’.  Nehru died in 1964, but these words remain relevant in today’s world dominated by the clamour of instant opinion from social and mainstream media.  Long-live decision-making based on facts, because without this the future is one of perpetually worsening  chaos!

Walking out of a meeting with a client…

Posted on by The Information Badger in Business, Delivery, Information Technology, IT Project Management, Leadership & Management, Learning, Project Management

‘Meetings, meetings, meetings!’, a delivery leader exclaimed irritably after a session with a client who had given them the verbal hair-dryer treatment about an imminent milestone and its associated payment. ‘They don’t want to pay, even though we’ll have met the milestone in full’, the leader grumbled before berating themselves for not having walked out of the meeting. The Badger smiled. Memories of his own difficult meetings with clients came flooding back.

Notwithstanding the comprehensive training in meetings and negotiations that companies provide, it’s real experience in difficult client meetings that hones your  approach to getting the right outcome. The Badger’s approach developed over the years to have essentially three things at its core. The first was that the client is not always right, and that being in command of irrefutable facts, and using them calmly, consistently, and assertively rather than petulantly and confrontationally, is crucial to getting the desired outcome. The second was mental resilience, to have as much background to the client’s position as possible, and to decide tactics that are unwaveringly focused on the desired outcome, before the start of the meeting. The third was to always have a walking out option in the kitbag as a weapon of last resort, but not for use to assuage personal ego or frustration.

Had the Badger ever walked out of a client meeting, the delivery leader asked? Yes, but rarely. One occasion was some months after a system with a fractious delivery history had become operational with a client’s end-users. The meeting was to a) formalise that the delivery contract’s deliverables had all been delivered, and b) that the client would make the final payment due and close the contract. It should have been a formality, because the client’s staff had already confirmed everything had been delivered to contract and to their satisfaction. Item (a) was indeed confirmed at the meeting, but the client refused, without giving any reason, to pay the outstanding money.

During a break, the Badger and his team agreed we were wasting our time because the client had no intention of paying. After the break, the Badger asked the client to confirm that although no contractual deliverables remained, they would not pay the money due. They confirmed this, and the Badger got up and left followed by his team. The shock on the client’s team faces was palpable. It was not something they’d anticipated!  Payment was received three days later after the Badger’s CEO phoned the chairman of the client’s Board of Directors to complain and threaten litigation if users continued to use the system.  

With a twinkle in their eye, the delivery leader looked at the Badger, grinned broadly, and said ‘I was wise not to have walked out. If I had, the client might have thought I was a petulant, over-sensitive, snowflake with no backbone’.  The Badger laughed aloud…

‘Why haven’t we learned lessons from other problematic projects?’

Posted on by The Information Badger in Delivery, Information Technology, Learning, Processes and Practices, Project Management

Early in the Badger’s career, when he was part of a team sorting out a large software and systems project with serious problems, the CEO of the time angrily asked the line manager responsible for the project ‘Why has this happened? Why haven’t we learned the lessons from other problematic projects?’. The line manager’s answers were ill-considered waffle and only served to ratchet up the pressure from, and antagonise, their boss.  

At that time, projects involving anything IT related were notorious for serious timescale and cost overruns. IT was a young, rapidly growing industry, and software development was seen as black magic performed by very clever people. Disciplined software engineering processes were rudimentary, and most programmers were graduates from enormously diverse STEM-subject, rather than computing, backgrounds. The Badger’s first software team leader, for example, had a Civil Engineering degree and a master’s degree in Water (sewage) Treatment!

In the decades since,  IT companies have improved and evolved their management and  engineering policies and processes – their ‘company manuals’ – because it was necessary to stay in business. Today, a continuous improvement ethos that feeds lessons learned into policies, processes, and practices is a norm, and software and systems engineering is more standardised and rigorous. Companies still have troublesome projects, but there are fewer of them, and they are detected earlier and addressed faster.

And so, the Badger’s interest was piqued recently when he heard a CEO calmly ask a line manager the same questions as above. The line manager answered with three points that struck a chord with the Badger’s own experience. The first was that in recent years annual staff turnover of between 12 to 15% had diluted the continuity of knowledge because nearly half the workforce had changed. The second was that clients want the capabilities of evolving innovative technology much faster and cheaper, which means that projects can encounter more skill and experience issues than envisaged at contract signature. The third was that feeding lessons learned into management and engineering policies, processes, and practices and embedding awareness in the workforce needed a greater company willingness for those who had lived the project experience to spend more time as ‘overheads’ rather than revenue earners.

The CEO calmly agreed, and then said something which also aligned with the Badger’s experience, namely ‘Our company’s policies, processes, and practices will never be perfect. If we want fewer project difficulties, then we must get project people to just talk more to each other and willingly share their experience’.  And there you have it. The fastest way to learn lessons is for people to just talk to each other. Projects depend on people, and people have different personalities, motivations, strengths, and weaknesses, and never do quite what you expect! That’s why troublesome projects will never be eradicated completely and continuous improvement is always a challenge.  

‘Leaders aren’t snowflakes that melt away under pressure…’

Posted on by The Information Badger in Change, Information Technology, Leadership & Management, Learning

A new Group CEO arrived with a mandate to grow the enterprise and take it to a new level of performance and market success. They drove change from day one, quickly gaining a fearsome reputation for being tough, highly focused on business detail,  and being harsh on people. Unpopular change fuelled gossip across the workforce that the CEO was a self-centred, uncompromising bully who fired anyone who underperformed. Against this backdrop, the Badger, a young project manager, quaked in his boots when he heard that the CEO wanted to meet him and review his project.

The Badger quickly realised during this review that the CEO was professional, numbers and action-oriented, and relentlessly focused on achieving success. They could be charming but also very direct, and they demanded a high standard of performance from those they dealt with. They expected everyone to know the performance of their function, business unit, or project in detail. Many people found this intimidating because it was different to the approach of the CEO’s predecessor. The Badger survived the review. He learned that the CEO was not to be feared if a strong individual performance, an action mentality, and a robust grasp of the detail were conveyed. Was the CEO a bully? No, just a strong, direct personality with a difficult job who demanded the best from their staff.

Two weeks ago, the Badger met a forlorn young lady leading a team of software engineers for coffee.  It was her first team leading role on a long running project, and she confided that she felt she was being bullied and treated harshly by her project manager over the performance of her team. The Badger recounted the anecdote above, and recommended  that she consider possible parallels between the CEO and her PM. Last week she emailed to say that she’d upped her game, her dealings with the PM had improved, and that they weren’t a bully!

Yesterday the Badger and the young team leader met again for coffee. She was despondent. One of her team, a new University graduate, has complained to the HR function that she is bullying them. Shocked by the accusation, and concerned about HR’s involvement, she asked for some advice. The Badger told her not to become distracted, to let due process take its course, and to continue to demand high standards of performance from her team. She thanked the Badger for listening, and simply said ‘In the last two weeks I’ve learned that leaders aren’t snowflakes that melt away under pressure, that claiming something is true doesn’t make it true, and that you have to be tough, unemotional, and resilient to make things happen’. This young lady is learning fast from personal experience. She is developing the no-nonsense, resilient leadership attributes that our modern and rapidly changing world will always need.