It scares me sometimes when I think about the big decisions I’ve made on gut feel and will probably continue to make relying on my instincts.
Making sense of people data is a struggle for many HR professionals. People analytics is only effective when data collection is focused on achieving a particular management objective - such as improving talent management processes, such as recruitment or retention, or to demonstrate HR's contribution to the value/ROI of these processes. Despite this core concept of people analytics, many companies simply analyse the data nearest to hand – with the results being anything but insightful.
A lot is being read, written or heard about GDPR – it’s relevance, implications to institutions that collect personal data, and ramifications of non-compliance. Therefore, this will not deal with any of these in detail. Keeping it simple we will try exploring 4 specific impact points within financial institutions because of this regulation, and therefore what changes this may ask to be brought about in systems, while meeting its terms under the 99 articles that GDPR comprises of.
During a recent conversation with a family member about the data-age, she shared with me that she never thought there would be so much data at her fingertips -- anything and everything you could ever think of. We both agreed that no matter what “data” was available through online resources, friends, for example, nothing would take the place of experiencing first-hand what you just Googled.
Our technology and devices are becoming increasingly interconnected, creating the Internet of Things (IoT), but our interaction is no longer device bound it involves a substantial amount of voice interaction, which has created what Google refers to as the 'ambient internet'.
Our partners IQPC and TEX have conducted an interview around the ambient internet and the future of technology with Google's Director of Strategy and Operations, Craig Fenton.
Our Top Tips and Takeaways from this interview:
As a follow-up from my last article - where I shared thoughts on one of the key differentiators for the businesses of tomorrow being the ability for people to make data-driven decisions within an environment of emerging, fast-paced transformation - this month I dig a little deeper into how sensing your market and making sense of your data are crucial in remaining a competitive and viable business, enabling you to continuously change faster than the competition.
I can't recall who said it, or where I heard it, but it has resonated with me for a while now, providing the inspiration for the first article in this series - "uncertainty is the only certainty in business". Never has this been more relevant than in today's world of rapid change, where organisations are continuously challenged to disrupt or be disrupted.
Although modern AI algorithms are pretty good at identifying data patterns, we’re still a few years away from losing our jobs to robots and smart voice assistants. Unless you possess unlimited financial resources and tech expertise, building neural networks as a primary business might not be a good idea. However, there are certain types of apps where AI (if used correctly!) can be a real game-changer.
Every leader has a strategy. They might not call it a strategy; it might not be clearly articulated and thought through; it might even be a bad strategy. But somewhere they have in mind what they want to achieve, why they want to achieve it, and how they hope to achieve it.