If the global business is to find a sustainable balance it must attend to the local as well as the global. This is to see unique local cultures as the source of growth, not discrepancies that must be forced to confirm to a global ‘way of working’. A healthy local culture teaches us how to use the corporation in order to grow. It connects the history, memories and stories of the place with the changes afoot in the environment. It provides a way to make sense of them, together, a way to work out difference and garner understanding.
‘Smart City’ is the big noise. Rapid technological advancement has opened up a whole range of opportunities for city managers to increase their capacity to do what they’re paid to, manage their cities. A battery of smart sensors, vastly increased computing power, the internet of things (IoT), artificial intelligence and machine learning all combine to transform our cities into some wonderful utopian dream.
The idea is increasingly being propagated that we live in a ‘post truth’ world. In truth (ha!) the stories we receive have always been partial. Sometimes our story telling is deliberately disingenuous.
When you consult to a system who is your client? How do you know if you are doing the right thing? What constitutes doing good here and who decides? You cannot please everyone all the time. There is a difference between a reflexive action, changing the mood of a conversation through a comment or smile just because it feels to be going in an unhelpful way and a deliberate one such as considered reflection on events
‘What gets measured gets done’ is an old and familiar phrase. If we pay attention to product or patient safety then those measures improve. But over what time frame does this hold true? And is it the measures or the safety that gets better?
Surely the right way forward in Northern Ireland is to move past police enquiries and public enquiries? Instead we need to create the space where the real truth can surface, where peoples’ stories of hurt and anguish from all sides can be heard and acknowledged. Where we can see the players for what they were, and see what they are now?
Are you good enough to lead? Is there a problem in your organisation? Are you a senior person in that organisation? Have you been there any length of time? If the answers are yes then there you are part of the problem.