"An extraordinary thinker and strategist" "Great knowledge and a wealth of experience" "Informative and entertaining as always" "Captivating!" "Very relevant information" "10 out of 7 actually!" "In my over 20 years in the Analytics and Information Management space I believe Alan is the best and most complete practitioner I have worked with" "Surprisingly entertaining..." "Extremely eloquent, knowledgeable and great at joining the topics and themes between presentations" "Informative, dynamic and engaging" "I'd work with Alan even if I didn't enjoy it so much." "The quintessential information and data management practitioner – passionate, evangelistic, experienced, intelligent, and knowledgeable" "The best knowledgeable, enthusiastic and committed problem solver I have ever worked with" "His passion and depth of knowledge in Information Management Strategy and Governance is infectious" "Feed him your most critical strategic challenges. They are his breakfast." "A rare gem - a pleasure to work with."

Tuesday, 15 April 2014

Rory Sutherland - lessons from an Ad Man.

On a number of occasions recently, I've had cause to refer colleagues and friends to the highly entertaining and thought-provoking TED Talks of Rory Sutherland, Vice-Chairman at Ogilvy and Mather marketing agency.

I don't want to steal Rory' thunder, except to say that he has some fascinating ideas about the benefits of lateral thinking and development of psychological solutions to real-world problems. His ideas are particularly applicable in areas where there is limited budget, significant architectural or technical constraints or general resistance to change.

In the world of Information Management and Data Governance, I think these translate into questions such as:

* How do we influence people's behaviour more to achieve better information-enabled outcomes?
* Can we shift focus to business outcomes, not technical outputs?
* Do we really need to build another solution, or can we just make better use of current capabilities?

There are three videos, all well worth watching in full:

Do you agree with Rory? Are there areas where this type of thinking could be of value within your organisation? Are we spending too much time "doing" and not enough time "thinking"?

I'd love to hear some of your stories.

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