85 Million Faces

It should be pretty obvious why Microsoft wants 85 million faces. According to its privacy policy

Microsoft uses the data we collect to provide you the products we offer, which includes using data to improve and personalize your experiences. We also may use the data to communicate with you, for example, informing you about your account, security updates and product information. And we use data to help show more relevant ads, whether in our own products like MSN and Bing, or in products offered by third parties. (retrieved 25 October 2016)

Facial recognition software is big business, and high quality image data is clearly a valuable asset.

But why would 85 million people go along with this? I guess they thought they were just playing a game, and didn’t think of it in terms of donating their personal data to Microsoft. The bait was to persuade people to find out how old the software thought they were.

The Daily Mail persuaded a number of female celebrities to test the software, and printed the results in today’s paper.

Computer”tell yr age” programme on my face puts me 69 https://t.co/EhEog5LQcN Haha!But why are those judged younger than they are so pleased

— mary beard (@wmarybeard) October 25, 2016

Talking of beards …

. @futureidentity If we ever reach peak data, advertisers will check photos before advertising beard accessories #personalization #TotalData

— Richard Veryard (@richardveryard) April 1, 2016

. @futureidentity So, did you ever buy that right-handed beard brush? #PeakHipster #Sinister https://t.co/kESqmUooNk #CISNOLA cc @mfratto

— Richard Veryard (@richardveryard) June 8, 2016


Kyle Chayka, Face-recognition software: Is this the end of anonymity for all of us? (Independent, 23 April 2014)

Chris Frey, Revealed: how facial recognition has invaded shops – and your privacy (Guardian, 3 March 2016)

Rebecca Ley, Would YOU  dare ask a computer how old you look? Eight brave women try out the terrifyingly simple new internet craze (Daily Mail, 25 October 2016)


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Learning at the Speed of Learning

According to a recent survey by McKinsey,  “the great majority of our respondents expect corporate learning to change significantly within the next three years”.

It seems that whatever the topic of the survey, middle managers and management consultants always expect significant change within the next three years, because this is what justifies their existence.

In this case, the topic is corporate learning, which McKinsey recommends should be done “at the speed of business”, whatever that means. (I am not a fan of the “at the speed of” cliche.)

But what kind of change is McKinsey talking about here? The article concentrates on digital delivery of learning material – disseminating existing “best practice” knowledge to a broader base. It doesn’t really say anything about organizational learning, let alone a more radical transformation of the nature of learning in organizations. I have long argued that the real disruption is not in replacing classrooms with cheaper and faster equivalents, useful though that might be, but in digital organizational intelligence — using increasing quantities of data to develop and test new hypotheses about customer behaviour, market opportunities, environmental constraints, and so on — developing not “best practice” but “next practice”.

Richard Benson-Armer, Arne Gast, and Nick van Dam, Learning at the speed of business (McKinsey Quarterly, May 2016). HT @annherrmann

Chris Argyris and Donald Schön, Organizational Learning: A Theory of Action Perspective. Reading, MA, Addison-Wesley, 1978.

Single Point of Failure (Comms)

Large business-critical systems can be brought down by power failure. My previous post looked at Airlines. This time we turn our attention to Telecommunications.

If someone said you had to accept an unreliable electricity supply as the price of innovation in appliances, you’d laugh. #NotNeutrality

— Martin Geddes (@martingeddes) August 8, 2016

More misery for BT broadband users after new power cut. Looks like ‘no single point of failure’ is an alien concept. https://t.co/mOobFidWe4

— Chris Tripp (@ChrisJTripp) July 21, 2016

It would be interesting to know where the single point of failure was in their power protection plan. https://t.co/zuaTm1z4tK

— Robin Koffler MBA (@robin_koffler) July 21, 2016

2G and 3G data services from @EE are down after a power outage. Details: https://t.co/zEJFpgpl4n pic.twitter.com/vcUOkPVtet

— The Register (@TheRegister) September 2, 2016

Obviously a power cut is not the only possible cause of business problems. Another single-point of failure could be a single rogue employee.

That shows that management should look at automating network. Since Network is single point of failure. https://t.co/ND5UXtNntj

— Anurag Kaushik (@kaushikanuk) August 3, 2016


Gavin Clarke, Telecity’s engineers to spend SECOND night fixing web hub power outage (The Register, 18 November 2015)

Related Post: Single Point of Failure (Airlines) (August 2016)

The Judgment of whole Kingdoms and Nations

@Cybersal @kirstymhall @UKParliament #Brexit #VoxPopuli


A radical Whig tract was published in 1709 under the title Vox Populi, Vox Dei. The following year, an extended version was published under the title The Judgment of whole Kingdoms and Nations. I want to use these two phrases as the starting point for my submission to the UK Parliament Public Administration and Constitutional Affairs Committee, which has launched an inquiry into the lessons that can be learned for future referendums.

The first thing I want to mention is the rushed timescale. The inquiry was announced on July 14th, with a deadline for submissions of September 5th. I shall argue that this rushed timescale is symptomatic of the referendum itself, in which people were asked to make a complex decision with inadequate information and analysis.

(For the sake of comparison, an inquiry on the future of public parks was announced on July 11th, with a deadline of September 30th. So we are given more time to analyse the physical swings and roundabouts of council-run playgrounds than the metaphorical swings and roundabouts of parliamentary sovereignty and media oversight.)

To be fair, most parliamentary inquiries only give you weeks rather than months to compose a submission. This effectively limits submissions to people who have already formed an opinion, and already have the evidence to support this opinion. In other words, experts.

But then most parliamentary inquiries are about issues that people have been concerned about for a much longer time: Bus Services, Employment Opportunities for Young People, Food Waste. There is an existing body of knowledge relating to each of these topics, and it is not unreasonable to ask people to base a submission on their existing knowledge.

In contrast, nobody knew precisely how this referendum was going to be mismanaged until it actually happened. Although many people (including some Brexiteers as well as many Remainiacs) predicted that it would end in tears, and can now say “we told you so”.

I can read you like a magazine … Don’t say I didn’t say I didn’t warn you (Taylor Swift)

No doubt the Select Committee can expect to receive a number of submissions that fall under the heading of what the Dictionary of Business Bullshit calls “Pathologist’s Interest”.

But told-you-so is not a good starting point for a proper analysis, because it concentrates on confirming one’s previous expectations, rather than discovering new patterns. So the Select Committee might not get much well-grounded analysis. Partly because there isn’t time to do it properly, and partly because many of the potential “experts” are affiliated to UK universities, which are currently on summer vacation. Looks like the Select Committee is falling in line with Michael Gove’s idea that “the people in this country have had enough of experts”.

(“The Voice of Gove is the Voice of Government”. I wonder what that would look like in Latin?)

The official announcement sidesteps from “the lessons that can be learned” to “lessons learned”, which is not the same thing at all. The former suggests an open exploration, while the latter suggests merely rattling through a project postmortem for form’s sake. The timescale does not seem particularly conducive to the former. So is this apparent haste triggered by thoughts of a second referendum, or it is just intended to curtail criticism of Parliament for its earlier folly?

As I have argued elsewhere (including my book on Organizational Intelligence) complex sense-making and decision-making cannot go straight from the Instant of Seeing to the Moment of Concluding, but require what Lacan calls Time for Understanding. In this respect, the inquiry repeats one of the errors of the referendum itself.

The timescale and debating rules for the Brexit referendum were modelled on a General Election campaign. But a General Election has three important characteristics that were absent from Brexit. Firstly the electorate is generally familiar with the main parties: Labour and Conservative were around before any of us were born, and the Lib Dems also have long-established roots. Secondly, there is some rough notion of symmetry between the two main parties. Thirdly the parties make promises to which they will be held accountable in the event of victory. In other words, the General Election campaign can be compressed into a matter of weeks precisely because the rules of engagement are broadly understood, and there is very little new material for the electorate to process.

In comparison, as Kirsty Hall argues, the referendum for Scottish Independence was given a lengthy period of debate and analysis, because of the perceived complexity of the issues that needed to be considered. This would have been a much better model for the Brexit referendum.

Finally, let me return to the phrase “the judgement of whole kingdoms and nations”, which of course raises the prickly subject of sovereignty. Although we supposedly have a system of parliamentary sovereignty in this country, parliament occasionally permits the voice of the people to be heard. As the Latin phrase has it, The Voice of the People is the Voice of God; and as the Establishment has discovered, the People can be a vengeful God. Parliament is still learning to listen to this vengeful voice. But who will teach what these lessons mean, and in what timescale? Or will the Establishment just adopt a Brechtian solution?

Would it not be simpler,
If the government simply dissolved the people
And elected another?#Brechtsit

— Richard Veryard (@richardveryard) June 30, 2016


Update: Since I wrote this post, the Electoral Reform Society has published a critical report on the Brexit referendum, which makes the same unfavourable comparison with the Scottish Independence referendum that Kirsty made back in June. The Society has confirmed that it will be making a submission to the Parliamentary Inquiry.

Will Brett, Doing Referendums Differently (Electoral Reform Society, 1 September 2016)

Kirsty Hall, Brexit was a Con (28 June 2016) HT @cybersal @MerrickBadger @Koann

UK Parliament: Future of Public Parks, Lessons Learned from the EU Referendum

Wikipedia: Vox Populi, Vox Dei 

Single Point of Failure (Airlines)

Large business-critical systems can be brought down by power failure. Who knew?

In July 2016, Southwest Airlines suffered a major disruption to service, which lasted several days. It blamed the failure on “lingering disruptions following performance issues across multiple technology systems”, apparently triggered by a power outage.

Click below for the latest update on our system and operation: https://t.co/bqV1qwahmz

— Southwest Airlines (@SouthwestAir) July 21, 2016

In August 2016 it was Delta’s turn.

New statement from Delta – power outage caused IT failure pic.twitter.com/trkQbpym05

— Rory Cellan-Jones (@ruskin147) August 8, 2016

@ruskin147 A power outage *triggered* this issue, but poor planning and no HA *caused* it. Why can Netflix get this right but airlines cant?

— Richard Price (@RichardPrice) August 8, 2016

I am no computer expert but it seems like a whole system crashing (3 separate airlines) points to bad design (single point of failure)? 3/

— Dan DePodwin (@WxDepo) August 8, 2016

Then there were major problems at British Airways (Sept 2016) and United (Oct 2016).

@razankhabour We apologize to our customers for the delay and we appreciate their patience as our IT teams work to resolve this issue.

— British Airways (@British_Airways) September 6, 2016

We’re aware of an issue with our system and are working to resolve it. We’ll update as we learn more. We apologize for the inconvenience.

— United (@united) October 14, 2016

So every @united flight is grounded because they can’t run a decent IT shop. What year is this??

— Randy Bias (@randybias) October 14, 2016


The concept of “single point of failure” is widely known and understood. And the airline industry is rightly obsessed by safety. They wouldn’t fly a plane without backup power for all systems. So what idiot runs a whole company without backup power?

We might speculate what degree of complacency or technical debt can account for this pattern of adverse incidents. I haven’t worked with any of these organizations myself. However, my guess is that some people within the organization were aware of the vulnerability, but this awareness didn’t somehow didn’t penetrate the management hierarchy. (In terms of orgintelligence, a short-sighted board of directors becomes the single point of failure!) I’m also guessing it’s not quite as simple and straightforward as the press reports and public statements imply, but that’s no excuse. Management is paid (among other things) to manage complexity. (Hopefully with the help of system architects.)

If you are the boss of one of the many airlines not mentioned in this post, you might want to schedule a conversation with a system architect. Just a suggestion.


American Airlines Gradually Restores Service After Yesterday’s Power Outage (PR Newswire, 15 August 2003)

British Airways computer outage causes flight delays (Guardian, 6 Sept 2016)

Delta: ‘Large-scale cancellations’ after crippling power outage (CNN Wire, 8 August 2016)

Gatwick Airport Christmas Eve chaos a ‘wake-up call’ (BBC News, 11 April 2014)

Simon Calder, Dozens of flights worldwide delayed by computer systems meltdown (Independent, 14 October 2016)

Jon Cox, Ask the Captain: Do vital functions on planes have backup power? (USA Today, 6 May 2013)

Jad Mouawad, American Airlines Resumes Flights After a Computer Problem (New York Times, 16 April 2013)

 Marni Pyke, Southwest Airlines apologizes for delays as it rebounds from outage (Daily Herald, 20 July 2016)

Alexandra Zaslow, Outdated Technology Likely Culprit in Southwest Airlines Outage (NBC News, Oct 12 2015)

Updated 14 October 2016.

New White Paper – TotalData™

My latest white paper for @GlueReply has been posted on the Reply website.


It outlines four dimensions of TotalData™ – reach, richness, assurance and agility – and presents a Value Chain from Raw Data to the Data-Fueled Business.

TotalData™: Start making better use of Data (html) (pdf)

(Now I need to write some more detailed stuff, based on a few client projects.)


TotalData™ is a trademark of Reply Ltd. All rights reserved

Political parties and organizational intelligence 3

According to Wikipedia, a party leader is the most powerful official within a political party. I think this statement is debatable. Party leaders in recent history have had varying degrees of power and influence over their own party members, let alone the wider political system.

Writing in The Atlantic during the election campaign, @jon_rauch expressed strong opposition to the conventional view of party leadership.

The very term party leaders has become an anachronism. … There no longer is any such thing as a party leader. There are only individual actors, pursuing their own political interests and ideological missions willy-nilly, like excited gas molecules in an overheated balloon. …

This is not only a problem of leadership and individual agency, but also a question of the nature of the political party as a viable system with collective agency and intelligence. Rauch continues

The political parties no longer have either intelligible boundaries or enforceable norms.

The relationship between the politician and the party has always been problematic – consider Winston Churchill who changed party allegiance twice before becoming party leader. But the root cause of this problem is unclear.

Political parties are what things look like when you put politicians in charge.

— David Allen Green (@DavidAllenGreen) August 3, 2016

@DavidAllenGreen or they are machines for turning people into politicians

— Sean Owen-Moylan (@SeanOwenMoylan) August 3, 2016


Jonathan Rauch, How American Politics Went Insane (The Atlantic, July 2016)

Wikipedia: Party Leader (retrieved 4 Feb 2017)

Related posts

Political parties and organizational intelligence 1 (May 2012)
Political parties and organizational intelligence 2 (June 2015)