Overcoming technical exhaustion and digital wearness
Many among us have already been irrevocably left behind in terms of information technology - whether factually or emotionally is irrelevant at this point. Many people imagine they are waiting on the platform to catch the train towards the future, but it has often already departed. Sometimes it' s exactly at this point that the train really ends and there is nothing more you can do. "If you're late, life punishes you," as Gorbachev already knew in the digital Stone Age. However, you do have the option of not just throwing your hands up in despair and surrendering to your fate in resignation, but rather playing an active role in change and embracing the positive side of information technology the sooner, the better. "What little can be learned", well you know.
Leadership for digital assistants
Business books are filled with leadership ideas and concepts, seminars are being sold and people are trained in a wide variety of organizations - the focus is on the human factor, with no desire to strain the ugly concept of human capital. Simultaneously, especially in the past decade, we have created a world organized by algorithms and artificial intelligence - information technology is becoming more and more omnipresent and permeates almost all areas of our lives. It feels like there is a huge gap in between, and only a few are crossing it, as they secured the know-how to tread this path at an early stage.
Expertise specific to the digital world
Time is calling for new approaches owards the topic of "leadership". The one component of leadership competence in the digital age is focused on people, while in between are the instruments and tools that make collaboration possible in the first place. However, we would like to focus our attention on the fact that leadership competence must also be trained for digital assistants. Making these digital assistants work well for us also requires structure, a framework for action, and clear rules of the game. If we consider them to be part of our team instead of just tools, we can express our wishes to IT experts and programmers much better. In this way, the interaction between people and technology takes on an approach of cooperation and joint pursuit of goals. We may develop some approaches in this area, because there is hardly anything to be found in the literature or in the relevant search engines. We keep in touch with you regarding this topic - it could be exciting. Back to the current business: We asked Ron about his view of the world.
In your opinion, what does "resonance of the data" mean?
Ron: Typically, think first, then act. Without a good structure or concept, you won't get good reporting or results. Analogous to building a house - you start with the basement and not the attic. If the foundation is not stable, it cannot support the house. Data is made by people and must be "managed" accordingly. Having good data gives me an overview of the past and when paired with probabilities, I can even make predictions. Creating a meaningful picture of the information requires my wits and experience. Data offers me the opportunity to take action to continue working toward my optimal desired state.
Why do you love data so much?
Ron: They are my companions in the project, buying me time, providing transparency and a sense of clarity in the issues. Thus, my need for security increases because I have a condensed set of facts. Needless to say, this is always under the condition that the collected data is of good quality. The basic rule "shit in, shit out" always applies. These companions act like good friends and are therefore also challenging me. They provide me with feedback on my gut feeling and either prove or disprove it. Once understood and loved, they give us the freedom we need for creativity and new approaches in a playful way. Most exciting to me are the perspectives: Provide 10 people with an evaluation and you get 10 different stories or interpretations. This is very exciting and sparks good discussions that bring everyone a step forward in a constructive atmosphere.
What do you consider to be the most common problem regarding data?
Ron: Not everyone has an understanding of what good data is as well as what meaningful reporting is. Tools can help build the structure to make it easier to grasp. However, as with everything, mindfulness is needed here. What I write into a system can be very helpful to my colleague; but on the other hand, there is success in brevity. The desire for a particularly large amount of data rarely helps the project. Frugality and proper selection are needed here.
Your appeal and wish list to Santa Claus?
Ron: Data results are based on what has happened. You can link information and thus also people from different projects or teams. They benefit from each other when they jointly draw insights from it, as data can also happily reveal past mistakes in an unvarnished way and provide a glimpse into the future, which is very instructive. Success is a team sport!