Dalytics

"at the intersection of technology innovation, art and globalization" Global strategy, emerging markets, innovation, social enterprise, modern art. VP Products @freebalance Canada & Washington, DC · freebalance.com

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Montreal museum partners with doctors to 'prescribe' art

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Former Seagrams distillery in foggy Waterloo Ontario

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Fleetwood Diner, Ann Arbor

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#Studebaker #ClassicCar

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Chart your own direction

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DeLoreon on P ST in DC

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ERP Project Fail, As Depicted in Famous Art

[View the story "If the ERP Experience was Captured in Art" on Storify]

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Old VW in Georgetown

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Friday morning in DC

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Prediction: "marketing" (as we know it) Becomes Obsolete in 2015

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70s Cadillac

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Captain America: The Winter Soldier (2014)

Directed by Anthony Russo, Joe Russo. With Chris Evans, Samuel L. Jackson, Scarlett Johansson, Robert Redford. Steve Rogers struggles to embrace his role in the modern world and battles a new threat from old history: the Soviet agent known as the Winter Soldier.

Was Robert Redford and "hydra" and example of early big data adoption?

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Some big thinkers are making big mistakes when talking about big data.

Very good advice from Andrew McAfee from last year. It's as if many pundits are ridiculing the concept of "big data" because all the problems in the world weren't solved overnight. (These are the problems that legacy analysis and academic peer reviewed articles have yet to solve.)

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Not to be missed if you want to understand entrepreneurship & leadership under stress - an amazing story of Infosys, 18 months to get a telephone, 30 licenses to import a computer, rejecting a $1m offer when business was scraping by to the first Indian company on NASDAQ and $bns in revenue It's also about how emotional intelligence

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The Emperor Has No Clothes - Transparency in Government

presentation link

Transparency remains a change challenge to governments especially given increasing citizen expectations. We were at the “rise of inflated expectations” 3 1/2 years ago for “open government”, “open data” and “Government 2.0.” The term “Government 2.0″ has fallen on disfavour. And, there remains a battle between those advocated open government data and those questioning the economic value of this information. As it was back in November 2010, transparency has become a battleground of narratives with vendors claiming to have products and services that provide value. There remains work to make a real business case for open government and open data.

There is some good news in the government transparency endeavour:

Risk factors such as poor metadata, complexity, timeliness and standards are being overcome

Transparency is increasingly seen as a positive political move

Costs for opendata support appear to be falling and good practices are shared among governments

Social media platforms are increasingly used to facilitate government transparency

Citizens are empowered, particularly with mobile technology, to oversee government initiatives and report on real outputs

Some governments are leveraging technology for participatory policy and budgeting

Techniques like lean and agile are used to find traction for the “Minimum Viable Product” for open data reducing costs and risks

Government transparency is increasingly aligned with trust

Some of the bad news includes:

Open data is increasingly used for government “transparency washing” while clamping down of press freedom and access to information

Value of open data remains mostly anecdotal

Few governments communicate in social media within the network and treat Twitter and Facebook as publishing platforms that require edit cycles

Engaging citizens to solve “wicked problems” remains unusual

Back office systems, particularly ERP systems designed for the private sector, lack interoperability making automated transparency difficult

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Confusion in Gartner Nexus of Forces

Mobile, Cloud and Social are technologies

Information is information (BigData and analytics are technologies)

None of these is a force

Although it is true that there is a significant amount of innovation at the intersections of mobile, social, cloud and big data, this is a rather inadequate model. We should consider the Marshall McLuhan concept of technology as extensions of humans. A more appropriate way to look at it might be:

Extension of "pattern recognition" for decision-making (increasingly complex information made easier to understand)

Extension of "place" through location virtualization (collaborate, work, learn almost anywhere at any time)

Continued electronic-enabled "tribalization" (social connections, crowdsourcing etc.)

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Red Pontiac LeMans