Wish you had Data?

Wish you had Data?

Don’t be perplexed! Sometime in March 2019 I posted the message via Instagram about Data— find/click the link below.

https://www.instagram.com/p/BvF-YRMl37x/?utm_source=ig_web_copy_link

Apparently by now we know that Data scarcity is one of the major bottlenecks for changes; but an interesting question is — Have you used the data you have already? The reason is simple: data, or the lack of it and its use is why some change projects fail.

Pre-COVID we have been evangelizing about the 4th Industrial Revolution and the Internet of Things (IoT)… Its birthed itself! And the realities of this is the conversion of skills. Your passions and purposes have forever been disrupted!

You have to ‘redistribute the same energy’ to play in this era or you have already self-eject. I remember when I preached for long to some organisations to get to start the augmentation process that would have cost nothing.

Automation has and will continue to define the future of work, globally. As with all global trends, there are important regional nuances. Africa and Nigeria in particular faces specific challenges that will impact how the future of work evolves.

Religions, Firms, economies, governments, and societies have been challenged and will constantly be challenged and transformed. Despite apocalyptic predictions, the full implications of automation are still unknown. Change will come in waves that include currently unrealized technologies.

All firms are in a difficult position: Act too slow and risk falling behind; act too quickly and generate unnecessary complexity and confusion.

As we ride the wave I will strive to communicate insights on the following:

1. Pragmatic view of the future of work in Nigeria— how considerations such as talent pool distribution will impact the pace of change. 
2. Discover what organisations can do now to stay in front of the automation revolution.
3. The Return to Business-As-Usual

Remember do not let anyone claim mastery of understanding the pandemic! No one living has experienced COVID-19 before now… 

You've got Data? 

Mid Management decimate Organisations more…

Mid Management formations will kill more organisations and projects now and Post-COVID.

Most times the failures of Organisations and Projects are mostly perpetrated by the exonerated middle management positions who would do everything possible to abort submissions/solutions of sub-ordinates and unconnected external personnel. Some never allow the use of a new idea or suggestion coming from the bottom or outside the organisation for the fear of change in the Business-as-Usual.

Short of a decade ago I was I.T. Project Manager of a team that helped deliver a great solution in the shortest possible time for a Nigerian Bank. Lessons learned from that Project opened up research areas in Digital Strategies for Banks with focusing on the Nigerian side of things.

With that research on Digital strategies and Agile in mind I expended resources to carry out the research tailoring it to 3 Nigerian Banks specifically. Complete and armed with Digital Strategies and a Novel Agile Framework (This got an APM UK Award) that would certainly reflect profits in the P&L at the end of every financial year I sent them in to the 3 banks.

Only 1 out of the 3 banks gave a reply to implement in parts because I had even offered to implement incrementally for free at first.

Tailored eBusiness Framework — Effiong Attai, 2014

Today and most importantly during this COVID era the Bank that implemented this framework had seen bottom lines add up and will triple the bottom line this season. On the other hand, with recent analysis one of the Banks that supposedly trashed my submission have struggled for some share of the market for the past 4 years and most especially this COVID era.

Although some of these failures for organisations do not come from the Leader they are a result of some mid management cogs on the wheels of progress of such organisations.

In order to ascertain the damage these mid-management cogs cause for organisations I also carried out a Hypothetical test of Management Buy-in and Project successes with syndicated samples of over 100 from these banks .

The two tailed Pearson correlation test that was performed alongside the description, significant correlation and scatter plot between management Buy-in and Project Successes showed in the results that Management Buy-in and Project Successes are strongly correlated with r(22) = .748, p<0.000026 and was under the 99% confidence level.

Now more than ever company organograms will have to be peeled and flattened to allow Agility. Organizational bureaucracy would be overcome slowly but not having a digital strategy and executing these things highlights will allow the Big Banks get bigger in the e-Space and the small will get smaller.