icm2re logo. icm2:re (I Changed My Mind Reviewing Everything) is an 

ongoing web column edited and published by Brunella Longo

This column deals with some aspects of change management processes experienced almost in any industry impacted by the digital revolution: how to select, create, gather, manage, interpret, share data and information either because of internal and usually incremental scope - such learning, educational and re-engineering processes - or because of external forces, like mergers and acquisitions, restructuring goals, new regulations or disruptive technologies.

The title - I Changed My Mind Reviewing Everything - is a tribute to authors and scientists from different disciplinary fields that have illuminated my understanding of intentional change and decision making processes during the last thirty years, explaining how we think - or how we think about the way we think. The logo is a bit of a divertissement, from the latin divertere that means turn in separate ways.

Chronological Index | Subject Index

Is success in the connections you make?

Temporary conclusions on governance of relationships

How to cite this article?
Longo, Brunella (2016). Is success in the connections you make? Temporary conclusions on governance of relationships. icm2re [I Changed my Mind Reviewing Everything ISSN 2059-688X (Print)], 5.12 (December).

How to cite this article?
Longo, Brunella (2016). Is success in the connections you make? Temporary conclusions on governance of relationships. icm2re [I Changed my Mind Reviewing Everything ISSN 2059-688X (Online)], 5.12 (December).
Full-text accessible at http://www.brunellalongo.co.uk/

London, 11 March 2017 - As more and more mobile and web platforms become the offices and the shops for an increasing quote of the population all around the world, with various levels of integration of social media and layers of security, privacy and consumer protection, governance of relationships in the digital spaces becomes an important and crucial topic, in spite of being still trivialised, reduced to a ‘tick-boxes’ exercise and underestimated by many.

Eventually, as a conclusion of the short icm2re series on governance of relationships, I will now answer the question I was asked by the customer I mentioned in the first article: for this I need to change perspective, and look at these issues of technological changes and governance of relationships from the general point of view of IT Directors, Chief Digital Officers and Senior Programme and Project Managers who work in large organisations, institutions or charities.

To recap, in the previous six articles I have pointed out possible ways to deal with extremely cohesive teams working with and through technologies of collaboration. The perspective I adopted to look at these issues has undoubtedly been the consultant’s one but I have also talked with other hats I have worn since the mid 90s: the freelance, the self employed and the small business owner. We, the sole traders, make what is now called the ‘gig economy’.

In icm2re 5.7 I showed how cyber security is intertwined and affected by groupthink and interoperability issues, exposing thousands of digital entrepreneurs and freelance to exponential risk of poverty, marginalisation, repeated victimisation and social isolation.

In icm2re 5.8 I explained how to correct the poor design of platforms that are still in their infancy, often imagined, implemented and commercialised as they were the aseptic and unambiguous systems that work so smoothly within industrial settings and not the messy social and cultural infrastructure populated by human beings, with all their lovely and yet unbearable aliases, avatars, trolls and pets.

I then argued in icm2re 5.9 that if it is true that we are not so good at managing the fuel of this digital economy (that is nothing more than information about ourselves and what we do), it is also possibly because there is a gap or fault in terms of thinking about innovation: looking back at the past twenty years I cannot see other than theoretical propositions mostly entrapped by literary, sociological and philosophical visions and business models. They may be honestly agreeable in some circumstances but the expert practitioner cannot help to see how they are inadequate: very romanticised, overoptimistic and, by concessions of their own authors, elaborated with a limited scope, expertise and vision in mind. I explained what can be done to compensate such a fundamental vacuum.

In icm2re 5.10 I looked into the dysfunctional ways the media and communication sector have been abusing of the above weakness, creating a self-indulging idolatry of robotic fakes, algorithmic bullshit, programmatic fetish and all sorts of deceptive, short term opportunistic businesses (and vain unicorns).

In icm2re 5.11 I proposed a solution to the problem of groupthink as an essential antidote or vaccine to start think, design and develop more positive workflows so that together with our artefacts and all sensors things and software modeling, we can all become immune to a number of unproductive and unhealthy digital conditions and threats.

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