Category: Uncategorized

Being educated and aware of ‘Fake News’ leads to intellectual stimulation and entertainment…

Posted on by The Information Badger in Education, Ethics & Regulation, social media, Uncategorized

Lots of things the Badger reads online and in social media feeds appear to be true but often aren’t. That’s not really a great surprise because misinformation, propaganda, hoaxes, and stories created deliberately to deceive or manipulate have been around since ancient times. In modern day parlance, ‘Fake News’ has reached epidemic proportions because modern technology and social media have made it so easy to create and disseminate without the controls that normally apply to traditional print and broadcast media. Today, neither traditional print or broadcast media or ‘always on’ online social media is free from claims of ‘Fake News’. Historically we have tended to believe information provided by organisations or people we trusted, but when reading items on his smartphone the other day the Badger found himself wondering if you can actually trust anything anymore!

The Badger ended up asking himself two questions, namely ‘Do you really know what Fake News is?’, and ‘What’s the best way of dealing with Fake News?’. The answer to the first question was an emphatic Yes. There’s many explanations of ‘Fake News’, but one the Badger likes for its laudable simplicity is ‘What is Fake News’ from WEBWISE. Answering the second question was more difficult. Governments have explored the subject and a UK Parliamentary Select Committee report on ‘Disinformation and fake news’ published in February 2019, for example, provides a fascinating read. The Summary – page 5 and 6 of the report – and especially the last two paragraphs, signals that more regulation and regulatory oversight of the digital world is inevitable with the big tech companies very much in the cross-wires. Change will happen but the wheels of governments turn very slowly! However, the question the Badger really asked was what’s the best way for himself to deal with ‘Fake News’ today? Well, the Badger thought for a moment and decided the answer’s very simple. There isn’t a best way!

One of the sentences in the Summary of the report noted above struck a particular chord:

‘In a democracy, we need to experience a plurality of voices and, critically, to have the skills, experience and knowledge to gauge the veracity of those voices.’

The Badger thinks being educated and aware is the most powerful weapon to counter the foibles of today’s digital world. We should all learn to be suspicious of anything we see, hear or read on our connected devices. So how does the Badger deal with ‘Fake News’ today? Easy. By having that education and awareness, by thinking, not taking things at face value, and by being objective and not following the crowd. So, strive to be more educated and aware of ‘Fake News’. You will quickly realise that it provides more intellectual stimulation and entertainment than most of the comedy shows and soap operas available on your digital TV!

A New Decade Beckons(2)…Bumble Bees and Satellite Constellations!

Posted on by The Information Badger in Business, Climate & Environment, Education, Space, Uncategorized

On Christmas Day the Badger and his wife, supping mid-morning coffee while chatting about the mild weather, saw a Bumble Bee fly past the kitchen window and land on a daisy flower in the garden. We had never seen a big fat Bumble Bee in the garden on Christmas Day before! Previous Christmases have had bleaker weather, often colder with heavy frosts and occasionally snow. Indeed, a decade ago the weather was truly bleak at Christmas and since then we have noticed that the festive season’s weather getting noticeably milder. We decided that this year’s Bumble Bee sighting must be (unscientific) evidence of climate change.

As we finished our coffees, we were joined by another family member who seemed thoughtful as they watched the lone Bumble Bee fly off into the next garden. We all speculated what we would see if the scene was replayed in Christmas 2029, and the family member made an unexpected prediction, namely that in 2029 there would be lots more native flowers in bloom at Christmas but no sign of any Bumble Bees! They also predicted that there would be more OneWeb and Starlink satellites orbiting the Earth at Christmas 2029 than Bumble Bee sightings in our garden for the whole year! Hmm. The Badger asked for some rationale.

A discussion ensued, and – put simply – the underpinning rationale seemed to be the following. Firstly, a view that technology, the internet, and instant information is the utility of modern life, that it has destroyed privacy, and that the OneWeb and Starlink satellite constellations merely provide a ‘Phase 2’ reinforcement of these same points! Secondly, a belief that over the last decade our global leaders have pandered to vested interests and failed to act on any of the big issues that affect life on our planet. Thirdly, that this will not change in the next decade. And finally, a belief that political, commercial and vested interests always win out over what really matters to the lives of the vast majority of people…and Bumble Bees! Essentially, the family member predicts that we’ll be able to watch endless YouTube videos and movies anywhere on Earth in 2029, but we’ll be no further forward in addressing the big sustainability issues affecting life for all species on the planet.

Time will tell if this is a fair point of view, but the Badger’s more optimistic. We are where we are. None of us can change history, but we all have a voice and can influence the future. So please think about what’s right for species like Bumble Bees in your New Year resolutions. They need your support to survive, and we all need them more than we realise for our own sustainability on this planet. ‘We need Bumble Bees more than we need huge constellations of satellites’. Hopefully our leaders will listen, or Christmas 2029 will be grim…

A new decade…’Sustainability’ will be its key word…

Posted on by The Information Badger in Climate & Environment, Digital Transformation, Education, Technology, Uncategorized

It’s Christmas and time to celebrate in a way that’s appropriate to your beliefs, budget, and personal priorities. Christmas often brings to the fore anxiety associated with spending, presents, and the people dear to us, especially those with health or other vulnerabilities, but it’s also a time to look to the future with optimism and hope. That’s what the Badger household’s doing, especially as a new decade beckons. In fact, Badger’s household (who’ve all grown up with technology, entertainment and information at their fingertips) has already been speculating on what life will be like in 2029!

The Badger household has already agreed that our approach to Christmas has significantly changed over the last decade. There’s been a significant shift away from materialism and a much stronger emphasis on doing the right thing for those vulnerable people around us who, for whatever reason, need support. The household all agree that while giving and receiving gifts is good, it’s also silly and a waste of money if they quickly end up in the back of our cupboards! Interestingly, everyone no longer takes much notice of the marketing and advertising machinery that encourages us to spend on ‘gadgets’, and none of us believes this will change when new ‘must haves’ arrive over the next decade.

So, what will life be like at the end of the next decade? How will tech shape the future? What will really impact our lives? Predictions abound, as you’ll see here, here, here, here, and here. However, forecasting the future is a fool’s game, especially when 10 years after the 2008/9 global financial crisis it’s not really clear if lessons have been learned. So, has the Badger household converged on a view on life at the end of the next decade? No. However, it has agreed that ‘unexpected events’ will determine whether any current predictions are delivered!

The Badger household has also agreed that the word ‘sustainability’ will dominate our lives through the next decade. Why? Because demographic changes in the world’s population means the global population is getting older. Older people tend to focus on their ‘needs’ rather than ‘wants’, and they know these are best met by a sustainable balance between wealth creation and the finite nature of the planet’s resources. ‘Sustainability’ will thus be a theme driven by aging ordinary people, and woe betide any politician that doesn’t listen!

So what’s your key word for the next decade? Why not debate this over the aftermath of a Christmas meal? It will at least remind you that old-fashioned sustainable communication has not been killed off by technology! Have a great Christmas, a prosperous 2020, and a fulfilling and sustainable next decade…

‘Swagger’ – A qualitative indicator of an organisation’s future.

Posted on by The Information Badger in Business, Delivery, Education, IT Project Management, Psychology, Recruitment, Uncategorized

Last week the Badger was caught on the hop by a final year undergraduate who asked the following. What made you join the company you worked for? Was it what they did, their values,  their website or their glossy brochures? Was it a promise of fast career progression? Was it to get a respected name on your CV? Was it the money? Was it desperation and anywhere would do? Or was it because you were impressed by the ‘swagger’ of the people you encountered in the recruitment process?

The Badger, very sensibly, paused to think before answering. The Badger considered a simplistic answer, something like ‘there were many reasons why the Badger accepted the formal job offer when it arrived’. But, in truth, what made the Badger to join the company he worked for was very straightforward. Every person encountered in the recruitment process was extraordinarily passionate about the work they did. Their energy, ‘can do’ and ‘always up for a challenge’ attitude was palpable and infectious. They had ‘swagger’. Not the arrogant ’Jack-the-lad, I’m important’ type, but the type that quietly radiates confidence, optimism, professionalism, trust and an ‘action speaks louder than words’ attitude to challenges. So, the Badger responded accordingly.

The follow-up question was ‘In the same circumstances, would you make the same decision today as you did then’? The answer was ‘Yes’. The small IT company the Badger joined had a growing, second-to-none, reputation for building and delivering challenging and complex software and systems. It persevered when faced with problems and delivered when most competitors would throw in the towel and engage the lawyers. The company didn’t have high profile in the media. It’s unique selling point (USP) was essentially the ‘swagger’ of its loyal, highly capable people who did what they said they would do. Clients liked that commitment, and the ‘swagger’ of the company’s people underpinned the company’s ‘does difficult things and always delivers’ reputation.

The company eventually grew into a multi-national corporate, and the ‘swagger’ of its people inevitably changed. Bureaucracy started to constrain behaviour and attitude, and ‘swagger’ became diluted as a trickle of people leaving for pastures new became a perpetual operational dynamic. People became less delivery focused,  more political, and their willingness to make excuses rather than deliver results became more noticeable. The company’s mojo and USP suffered as a result! So, if you’re interested in early warning signs that the organisation you work for is slowly losing its mojo, then don’t look at your executive leaders, look at how the ‘swagger’ of the people around you is changing. The ‘swagger’ of people is the qualitative barometer of your organisation’s future prospects. Oh, and if feel your own ‘swagger’ is on the wane, then just remember there’s a big wide world out there full of opportunity to drive it back up to new peaks…

‘Stench’ – a virtual fragrance for the festive season?

Posted on by The Information Badger in Education, Ethics & Regulation, Legal matters, Psychology, social media, Training, Uncategorized

If you work for an organisation that takes the development of its people seriously then you’ll have attended courses with elements that sensitise you to the importance of body language when engaging with others. The Badger was first sensitised to this when attending two short courses in quick succession many years ago. The first course covered interviewing and recruiting new graduates, and the second covered leading software and system development teams. Both featured personal interaction sessions that were videoed and critiqued by the trainers and other attendees – a very effective way of learning about the powerful signals our body language conveys. Since then, and with many other courses under the belt, the Badger has been in many situations where controlling one’s body language and watching that of others has helped to convert difficult circumstances into acceptable outcomes.

People have been communicating with each other for millennia. We are conditioned by our heritage to know that the best communication happens when we are physically face to face so that we can hear what’s said and simultaneously see the physical nuances of those in the same room. Modern technology, however, encourages instant communication that is devoid of a contextual body language component. Email’s a good example. How many times have you sent an email that’s been misinterpreted when read by recipients? More times than we all care to admit. The body language component is missing from the words.

Another example is the recent Elon Musk v Vernon Unsworth court case relating to comments made on Twitter. A jury found in favour of Mr Musk. His offending Tweets were judged to be essentially ‘playground insults’ rather than real defamatory insults. The Badger has no opinion on the right or wrong of this finding, that’s a matter for the courts, but isn’t it somewhat sad that the finding seems to legitimise trading hurtful insults using modern social media platforms like Twitter? Surely this isn’t good for society? ‘Playground insults’ normally take place in a real playground where words are said with body language visible. Surely if it’s okay to trade ‘playground insults’ using Twitter, then that’s clear evidence that civilisation is crumbling into an anarchistic morass?

After the Musk ruling, one of the Badger’s friends commented – admittedly after more mulled wine than prudent – that Twitter should invent a virtual fragrance called ‘Stench’ for anyone who wants to make playground insults using its platform over the forthcoming festive season. The Badger laughed, because the amusing and playful intent was clear in their words and body language. We laughed again when we decided that ‘playground insults’ should stay in a real playground and not be traded in the virtual world. Why? Because ‘playground fisticuffs’ are a much cheaper and more effective way of resolving playground disputes than resorting to lawyers. Oh, and finally, in case you’re wondering, for the avoidance of doubt and all that, none of this is intended to insult anyone or any organisation!

Don’t confuse enthusiasm with capability…all is never what it seems.

Posted on by The Information Badger in Business, Education, Uncategorized

The Chief Executive (CEO) of a large UK company spends, on average, around 4.8 years in their job. This means if you’ve worked in the same organisation for many, many years in any senior capacity, then you’ve probably experienced corporate leadership change. Whenever CEO change happens, for whatever reason, there are choppy waters. There’s normally a period of uncertainty, new corporate level leadership appointments, strategic review, and organisation ‘rationalisation’ and some restructuring. If the new CEO is sourced externally there will inevitably be an influx of new direct reports and advisers, mostly people the CEO knows from other organisations. This heralds uncomfortable times for loyal employees already holding senior roles.

The Badger’s experienced a number of CEO changes and has learned not to confuse their enthusiasm with true capability, regardless of their advertised track record. Some years ago, a long tenure (14 years) CEO was replaced by an outsider, an experienced executive whose career had been in another major corporate. Soon after the new CEO had arrived and had appointed a swathe of externally sourced of new direct reports into key corporate roles, the Badger attended their first leadership conference targeted at introducing the new regime and aligning everyone with its objectives. Enthusiasm from the new CEO and his new team was unreproachable.

Nevertheless, the Badger vividly remembers taking just two things from the conference. The first was that the new CEO spoke using only management jargon from corporate management handbooks. The second was that enthusiasm is no substitute for knowing your audience and showing that you are capable. One of the new CEO’s young direct reports proudly brandished a 5-litre bottle of cooking oil and told the audience to up their game because a cooking oil company (WIPRO) was competing in the IT services business. The experienced audience rolled their eyes because offshoring to India was already embraced across the company. The cooking oil whippersnapper had enthusiasm and energy… but capability? The audience didn’t think so. The whippersnapper quickly earned the nickname ‘Tigger’ after the character in Winnie the Pooh. It was a nickname that stuck.

Everyone, including the Badger, left the conference wondering if the new, enthusiastic, ‘new blood’ corporate team were actually capable of changing the company’s fortunes.  No, as it happens. The CEO and his appointees were gone within 4 years leaving the company in no better shape than when they started. So, when a new CEO comes on the scene, trust your instincts and don’t confuse enthusiasm with capability. Remember, all is never what it seems in the corporate world. Don’t assume the motives and ambitions of incoming leaders are anything more than short term regardless of what they might tell you. Above all, look at your current CEO. If they’ve been in place for around 5 years then be on the lookout for another change in the corporate merry-go-round!

The Sillybilly Bank (TSB)…

Posted on by The Information Badger in Banking, Business, Delivery, Education, Ethics & Regulation, IT Project Management, Systems Integration, Uncategorized

Mainstream IT services companies wouldn’t be around today if they hadn’t learned lessons from poor delivery over the years. That doesn’t mean their delivery machinery is perfect – far from it – but it does mean they’re generally good at identifying and addressing risk. With 35 years IT delivery under the belt, the Badger’s nose still twitches when he sees, hears, or reads about IT delivery that’s gone wrong. Recently the nose twitched uncontrollably as the Badger caught up on past material about the 2018 TSB IT migration debacle and assimilated TSB’s independent review by Slaughter & May into their disastrous migration from Lloyds to their own systems. The latter has attracted lots of media comment – see, here, here, here and here, for example.

The Badger’s quietly followed the TSB debacle since it happened, labelling the bank as the ‘The Sillybilly Bank’ for the catalogue of failings. Throughout the last 18 months the Badger has always felt the debacle was unlikely to have just a single root cause. There’s been enough signals to suggest that corporate dynamics, financial pressure, poor planning, poor Go-live decision processes, lack of a solid fallback strategy, IT delivery expertise, and – as picked up in the media – poor common sense, all played a part. Future reports from the UK Banking Regulators will hopefully add more colour into the mix and provide more certainty.

In mulling things over, three impressions have come to the fore in the Badger’s mind. Firstly, that TSB’s parent Banco Sabadell – Europe’s ~36th largest bank and ~ 100th in the world – might be guilty of an ‘arrogance of acquisition, we know best’ attitude. They knew the migration was more complex than anything they’d attempted previously and they were warned in 2015 the migration budget was aggressive. Secondly, that Banco Sabadell appears keen to direct all the responsibility for the debacle onto TSB. This smacks of ‘responsibility denial‘ because Banco Sabadell must have endorsed the migration decisions and it was their own IT arm, SABIS, doing the IT. If they didn’t endorse decisions, then surely their corporate governance failed?  The third impression is that the Abilene Paradox was most likely rampant!

One recent piece of commentary neatly says ‘no one comes out of the TSB debacle smelling of roses’, and ‘the whole sorry episode is an example of how not to behave in an overseas takeover’. It’s hard to disagree. So, here’s a question. Would you trust a bank and its parent where there seems to have been governance, risk management, decision- making, and IT failures and the parent points the finger wholly at its subsidiary? You’ll have your own answer. One thing’s certain. When confidence is lost, customers overcome their lethargy and move elsewhere, which, if you look at the switching statistics, is exactly what TSB’s customers have been doing…

Work Meetings: Be more selective with your attendance…

Posted on by The Information Badger in Business, Delivery, Education, IT Project Management, Uncategorized

Some years ago, the Badger established an annual awards evening to celebrate the work of his IT services employer’s delivery and technical people. It proved to be a great success, and it became a much-anticipated annual event in the company’s calendar before ultimately falling victim to a cost cutting programme. The evening events produced many memorable moments. One of these was the Chief Executive’s opening sentence when giving a few words of thanks at the end of one of the evenings. The sentence was ‘Tonight it’s a pleasure to be surrounded by people that actually do things when I’m normally surrounded by people who talk about doing things.’

The Badger was reminded of this a few days ago when there was some media interest in research by Malmo University about work meetings. Apparently the number of pointless or ineffective work meetings is on the rise and meetings are often more about therapy than productivity. One of the reasons for this seems to be that organisations increasingly have more people that talk about doing things and less people that actually do things! The former – often rising numbers of consultants, advisors, strategists or variants thereof – are apparently vague about their role or what to do which spawns more, mostly ineffective, meetings that impinge on an organisation’s productivity.

The Badger doubts this is a surprise. It’s certainly been the Badger’s experience that the number of work meetings and the number of participants has proliferated in recent years. Focused meetings with the right attendees are, of course, necessary for any organisation to function smoothly but many attendees are often there because they think they should be, or they might miss something by being absent, and not because they need to be. Few people can claim they haven’t either looked at their emails or browsed the internet with their smartphones during a meeting, or worked on something else with the phone on mute when on a conference call! That’s hardly a good indicator that it’s an effective meeting and a good use of your time.

If you’re a doer it’s almost certain that you’re frustrated by attending other people’s meetings just in case ‘something comes up’. So, ask yourself the following. How many meetings did you attend last week? In how many of these did you actually say something useful? In how many of these did you either use your smartphone, or do something else while the meeting was in progress? How many of the meetings made no difference to your normal work? Look at the resultant numbers and really question if you or your organisation got any real value from your attendance.

So, be brave. Discipline yourself to do less meetings! Your organisation needs doers to do productive things rather than be frustrated followers of the herd. Oh, and one final thing. If you’re reading this while you’re in a meeting then tell yourself off…you should be doing something more productive.

‘Smart’ motorways help to decide on a car purchase!

Posted on by The Information Badger in Automation, Climate & Environment, Digital devices and the environment, Driverless transport, Education, Technology, Uncategorized

The Badger’s made a decision about whether to replace his car. Three seemingly unrelated events ultimately underpinned the decision. The first was reading ‘Road Traffic Estimates: Great Britain 2017’ published by the UK Department of Transport in 2018. The second was a knock on the door by a man with a large white van. He was delivering a package ordered online 18 hours earlier. The third was being captive in horrendous motorway traffic on the way to and from an exhibition. Progress on the ‘Smart’ motorway was stop-start, maddening, and the lane speeds indicated on the gantries were laughable. It certainly didn’t feel like ‘Smart’ had made any difference to the journey experience whatsoever!

These three events influenced the Badger’s thinking along the following lines. Roads are more and more congested, so there’s little real benefit sitting in a traffic queue in a newer car, and although more UK motorways are being converted to ‘Smart’ – see short articles on the types of ‘Smart’ here and here – there are growing safety concerns as illustrated here, here, and here, for example. In the last 70 years traffic on UK roads has grown ~10-fold and vehicle ownership has grown ~6-fold, driven largely by economic growth and population growth. The upward trend is likely to continue and so there’s little reason to think congestion will ever reduce, even with the deployment of ever more sophisticated technology which, after all, has a habit of producing a peak of inflated expectation followed by a trough of disillusionment. Technology is not a panacea, and the nirvana of a driverless car society seems a long way off.

The environment featured in the Badger’s thinking, but a simple analysis quickly showed that the whole-life carbon footprint of a vehicle owned by the Badger – current or future – is tiny compared to that of one van in the growing army of vans that deliver our internet purchases to our homes. Since 1997 there’s been a 75% increase in the number of vans on the road, and a 67% increase in the miles they travel, with internet shopping and home delivery underpinning much of this rise. This trend will continue for the foreseeable future, and so the environmental incentive for the Badger to replace his personal vehicle is not high.

Replace or not to replace. You’ve surely guessed the decision by now. It’s the latter. The ‘business case’ for changing the vehicle doesn’t stack up! It’s just cheaper, more environmentally friendly, and healthier to keep the current car and change behaviour to reduce its usage. That doesn’t mean taking a backward step in personal independence or convenience, it just means being disciplined, thinking ahead with a moral compass, and taking different decisions on a day by day basis. Like many things in life, just simply adjusting our core behaviour costs little but can lead to a wide spectrum of benefits…

Have you been asked to ‘drain the swamp’ to fix a project?

Posted on by The Information Badger in Delivery, Education, social media, Technology, Uncategorized

Having a meal with Jack and his wife Jill recently raised the possibility that ‘draining the swamp’ has become a popular mantra within companies when they need to fix project delivery problems. Jack and Jill, by the way, are not their real names. Jack is an old friend and works as a project manager for a large defence contractor. He has just been asked by his line manager and a company executive to fix a seriously underperforming project by ‘draining the swamp’. The project is haemorrhaging money, seriously missing milestones, and has a demoralised and unproductive team. The client no longer believes the project team, or the company, can deliver. Jack ’s the fourth Project Manager appointed to fix things in the last nine months. Sound familiar?

The Badger asked why Jack could fix things when three others couldn’t. Jack said he was confident that he had the full support of line and executive leadership. They wanted him to ‘drain the swamp’ in order to avoid expensive litigation being threatened by the client. Jack wondered if the Badger had any thoughts. After a mouthful of mellow Merlot, the Badger offered three thoughts. Firstly, executives and line managers are just as much part of ‘the swamp’ as you, me, or any project team. Secondly, executives and line managers will support you 100%…until it suits them not to! Thirdly, to ‘drain the swamp’ you need to understand the swamp’s nature, which means understanding people and their behaviours.

Jack grinned and thanked the Badger for reminding him that those who appointed him are just as much part of ‘the swamp’ as his project team. He intended to keep that in mind when trying to ‘drain the swamp’. We chuckled at the thought that life came from a swamp, and while ‘the swamp’ today is different… it’s still a swamp!

Over dessert, Jill – who has dual UK & US nationality – moved our ‘draining the swamp’ conversation into the realms of President Trump, US politics and political turmoil in the UK. She expressed strong views about the abuse politicians get via the internet and social media, and lamented that ‘it wasn’t like this 25 years ago’! Jill wondered what had changed.

A lively debate ensued, but the answer was simple. Politicians are, and have always been, just one of the life forms in ‘the swamp’. Unlike 25 years ago, all life in ‘the swamp’ now has an instant and global voice via the internet and social media. Technology has changed the dynamics of ‘the swamp’, much to the distaste of some of the life forms that live in it!  We ended the meal with a final glass of wine, wishing Jack well with his challenge, and with just one final conclusion – there’s no going back…