Martin Erasmuson
ICT commitment-creep and organisational ...

How prolonged and ineffective data strategy; poor data culture, and data-debt has led to organisational schizophrenia!, and what we can do about that.

ICT commitment-creep and organisational schizophrenia
Martin Erasmuson
Why a data strategy - now more than ever? 2023 ...
Why a data strategy - now more than ever? 2023 Govt. Data Summit
Digital Transformation, SDI
Martin Erasmuson
Time for a Military-Grade Information ...

A blog by Martin Erasmuson

As we find ourselves in the thick of the 4th Industrial Revolution with the exponential growth of and demand for information at its core, the current COVID 19 crisis has thrown a spot light on antiquated information infrastructures. We stumble from crisis to crisis with severe consequences that seem obvious in hindsight, before reverting to our old way of thinking. As we step into a deeply uncertain future, is it finally time to admit to that uncertainty and implement a Military Grade Information Infrasructure that can respond to continuous change?

Time for a Military-Grade Information Infrastructure?
Martin Erasmuson
Taming Office 365 – Flow

Microsoft Flow is both a ‘Good-Cop’ and ‘Bad-Cop’ with potential for great benefits and risks in equal measure.

A blog by Martin Erasmuson.

For the non-technical Senior Manager.

Taming Office 365 – Flow
Martin Erasmuson
Taming Office365 & SharePoint on-line

A blog by Martin Erasmuson

Unchecked, Microsoft Team becomes an ‘Information-Bogan’, causing havoc and spawning Information Debt.

For the non-technical Senior Manager.  A guide.

Taming Office365 & SharePoint on-line

Where’s Wally - How to cure schizophrenic organisations – Pt 2

Where’s Wally - How to cure schizophrenic organisations – Pt 2

Last year I posted a blog ‘How to cure schizophrenic organisations’.  My proposition in that blog was that organisations, like sufferers of the neurodevelopmental disorders autism and schizophrenia; have an information-gating deficit i.e. poor processes for separating the information ‘chaff’ from the critical and important.  Everyone, from customers, staff to senior managers struggle to figure out what they should be paying attention to; and what to ignore.  There is information coming at them all at once, at the same speed, at the same volume.  It’s the information equivalent of ‘Where’s Wally’................

Kill the chicken – Pt II

Kill the chicken – Pt II

In my last post I talked about the lack of innovation within most organisations and how a combination of our education system and organisational culture have created this ‘Kill the Chicken’ environment. 

Comfort is the enemy of innovation.  Whatever other elements might come into play, why would you move from a status quo of low-risk typified by abundance and plenty?  Necessity is the mother of invention; an old chestnut I know but still true.  That said neither scarcity nor repetitive failure is necessarily sufficient to drive innovation............

Fire Extinguishers and Social Media

A great article linked below by Jason Boucher about why we have fire extinguishers.  Think about it.  I have a fire extinguisher in my pantry.  I bought it hoping I’d never have to use it.

A Social Media Crisis Management Policy and Action Plan is now a critical part of your organisations Disaster Recover (DR) and Business Continuity (BC) Plans which; like the fire extinguisher, are your ‘hope for the best; plan for the worst’ plans.

And like a grease fire in your kitchen, a negative Social Media story can spread as quickly as; well; wild-fire; regardless of the facts.  An emergency response plan is you timely, reasoned, logical 'how-to' guide when you are up to your arm-pits in a fraught and typically emotional situation; rather than trying to work out what happened and what to do about it as a crisis unfolds.  To quote Kenny; there’ll be time enough for counting; when the dealing’s done.

 http://www.huffingtonpost.com/jason-boucher/crisis-management-plannin_b_9115886.html?utm_hp_ref=technology&ir=Technology

How to cure schizophrenic organisations

Over the years I’ve got to work in and with many different organisations; often in a trouble-shooting role.  Typically, by the time we arrive, things are a mess.  Characteristics typically include: a failure to recognise what is really going on, both within the own organisation or events affecting it from outside; incorrect assumptions about what is really going on, both within the own organisation or events affecting it from outside; unclear and confused thinking at a strategic and tactical level; inability to adequately communicate; persistent, repetitive failure; and slow, ineffective, often non-existent communication channels.

Many years ago I realised that these symptoms are almost identical to those of people suffering neurodevelopmental disorders such as autism and schizophrenia.

The futility of ‘Red-Flag’ IT Policies

The futility of ‘Red-Flag’ IT Policies

Many organisations have gone down the prohibition route by simply ‘banning’ attachments in emails or imposing impractical ‘red flag’ rules; so-called from the laws enacted by the United Kingdom and the United States in the late 19th century, requiring drivers of early automobiles to have a pedestrian walking in front waving a red flag to warn bystanders of the vehicle's approach.