Category Archives: MyWeb

Sometimes ‘Fail Fast’is Just an Excuse for Poor Planning

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The Misuse of ‘Fail Fast’
The idea of ‘failing fast’ has become deeply ingrained in business culture, particularly in the world of startups and technology. The concept encourages teams to experiment quickly, learn from mistakes, and adapt with agility. While this approach has its merits, it’s increasingly being used as a shield for poor planning and lack of accountability.

Executives and business leaders often find themselves grappling with projects that are rushed to market under the guise of ‘failing fast,’ only to face costly setbacks and frustrated stakeholders. The problem isn’t with the concept itself, it’s with how and when it’s applied.

 

The Hidden Cost of Failing Fast
Failing fast, when genuinely used to encourage innovation and learning, can be valuable. However, when it becomes an excuse for poor decision-making or inadequate preparation, it leads to wasted resources, damaged credibility, and missed opportunities.

Instead of carefully assessing market needs or thoroughly testing new solutions, teams are encouraged to push products or services into the market with the justification that failure is part of the process. This mindset creates a dangerous cycle where failure becomes expected rather than avoided, leading to organisational complacency rather than growth.

 

The Real Problem
The problem lies in the difference between strategic experimentation and careless execution.

  • Strategic Experimentation involves calculated risk-taking, where failure is a potential but managed outcome.
  • Careless Execution is when the ‘fail fast’ mantra is used to justify a lack of preparation, unclear objectives, and poor risk management.

Leaders need to distinguish between the two. When ‘fail fast’ is used to bypass due diligence, proper planning, or thoughtful strategy, it becomes a crutch rather than a tool for growth.

 

How to Fix It
To leverage the value of failing fast without falling into the trap of poor planning, consider these strategies:

  1. Define Clear Objectives
    Before starting any project or initiative, establish clear goals and key performance indicators (KPIs). This ensures that the failure or success of an initiative can be measured accurately, rather than relying on vague outcomes.
  2. Create a Controlled Testing Environment
    Failing fast should happen within a controlled environment where the impact of failure is limited. Pilot programmes, A/B testing, and controlled rollouts allow teams to learn without risking major setbacks.
  3. Encourage Smart Failures
    Not all failures are equal. Encourage teams to take calculated risks but hold them accountable for thoughtful execution. Failure should lead to actionable insights, not be used as a fallback for poor planning.
  4. Assess Risk Before Moving Forward
    Failing fast does not mean ignoring risk. Conduct a thorough risk assessment before launching any new initiative. Anticipate potential challenges and establish contingency plans.
  5. Balance Speed with Quality
    Speed matters, but not at the expense of quality. Establish internal benchmarks to ensure that the need for quick feedback doesn’t lead to subpar products or services.

 

Moving from ‘Fail Fast’ to ‘Learn Smart’
Failing fast should not be a justification for sloppy execution or rushed decision-making. The goal should be to create an environment where teams are empowered to experiment, but within a framework that supports thoughtful strategy and measured risk-taking.

When teams understand the difference between smart failures and careless mistakes, they can pivot quickly without compromising long-term success. The key is to learn fast, not just fail fast.

 

Time to Rethink ‘Fail Fast’
Failing fast isn’t inherently wrong, but it’s not a strategy, it’s an outcome. Leaders who embrace strategic experimentation while maintaining strong planning and accountability will find themselves better positioned to drive sustained success.

It’s time to stop hiding behind the idea of failing fast and start leading with a defined purpose.

 

AI Risk Management: Unlocking Innovation Without Compromise

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Artificial Intelligence (AI) is doing much more than just changing how we do business, it’s redefining it. But while AI opens doors to innovation and growth, it also comes with risks that can’t be ignored. Data bias, cybersecurity vulnerabilities, compliance gaps, these aren’t just technical issues; they are business-critical challenges.

How do you manage these risks without stifling innovation?

The answer lies in taking a deliberate, proactive approach to AI risk management. When done right, it’s not just about avoiding pitfalls, it’s also about creating opportunities, building trust, and future-proofing your business.

1. Assess Risks Before They Become Issues

AI’s complexity makes risk inevitable, but unpreparedness is a choice. Here’s where it starts:

  • Define Your Use Cases: Where and how will AI be applied? What’s at stake if it fails?
  • Spot Vulnerabilities Early: From biased data to weak cybersecurity protocols, address weak points head-on.
  • Plan for the Unexpected: Have contingency plans in place. AI systems are only as strong as the scenarios they’ve been trained for.

When you identify risks upfront, you’re not just protecting your business, you’re building a foundation for trust.

2. Monitor AI as if Your Business Depends on It (Because It Does)

AI systems evolve as they’re exposed to real-world data. That’s both their strength and their vulnerability. Without constant monitoring, you’re flying blind:

  • Detect anomalies before they escalate.
  • Ensure your AI complies with ethical, legal, and operational standards.
  • Create feedback loops for continuous improvement.

Think of it as a health check for your AI, one that keeps your systems resilient and your stakeholders confident.

3. Build a Workforce That Understands AI Risks

AI is powerful, but it’s only as ethical, secure, and effective as the people managing it. Here’s how you empower your teams:

  • Train them to recognise and mitigate risks at every stage.
  • Foster a culture where AI isn’t feared but embraced responsibly.
  • Equip employees with the tools to ask critical questions, like “Is this system fair?” and “What could go wrong?”

Knowledgeable teams are your first line of defence, and your greatest asset in turning risk into opportunity.

4. Stay Ahead of Regulatory Changes

AI governance is evolving faster than many realise. Falling behind isn’t an option. Stay agile by:

  • Keeping up with global and regional regulations.
  • Adapting processes to meet compliance requirements.
  • Engaging with industry groups to influence ethical AI standards.

Compliance isn’t just about ticking boxes; it’s about positioning yourself as a trusted, forward-thinking leader in AI adoption.

5. Embed Trust with AI TRiSM

The AI Trust, Risk, and Security Management (TRiSM) framework is a revolutionary approach to ensuring your AI systems operate securely, ethically, and effectively. It achieves this by:

  • Protecting data integrity and maintaining model accuracy.
  • Shielding systems from adversarial attacks.
  • Ensuring your AI aligns with your ethical and operational values.

By embedding TRiSM principles, you not only safeguard your operations but also build a foundation of trust that resonates with stakeholders and sets your organisation apart as a leader in responsible AI innovation.

6. Make Risk Awareness Part of Your Culture

AI risk management isn’t a one-off task, it’s a mindset. Leaders must lead by example:

  • Make risk conversations part of regular strategy discussions.
  • Encourage collaboration between technical and non-technical teams.
  • Celebrate transparency and accountability, acknowledging risks isn’t a failure; ignoring them is.

A culture that prioritises awareness over avoidance turns AI risks into stepping stones for growth.

Turning Risks Into Rewards
Let’s shift the narrative: AI risk management isn’t about fear. It’s about foresight. When you manage risks effectively:

  • Your business earns trust, from customers, stakeholders, and regulators.
  • You unlock the full potential of AI, without compromise.
  • You gain a competitive edge by showing you can innovate responsibly.

It’s time to stop seeing risk management as a hurdle and start seeing it as a strategic advantage.

The world is moving fast, and AI is at the centre of it. But you can’t afford to sit back and hope for the best.

So, ask yourself:

  • Are your AI systems being monitored for vulnerabilities right now?
  • Are your teams trained to manage AI risks effectively?
  • Do you have a plan for when, not if things go wrong?

Managing AI risks isn’t just about protecting what you’ve built, it’s about creating what comes next. The organisations that get this right will thrive.

 

The working hour week

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Some years ago in my old blog I posed this question. What is the ideal working week around the world.

I was discussing the working hour week with friends that work around the world in different countries, comparing the average and what is now deemed as acceptable or viewed as the new standard, regardless of the contracted hours  so these posts caught my eye.

Some people feel they have to work long hours or stay late at work even when there is nothing to do. Almost like staying late is the norm, to the extent of faking it. Then there is the other side that seem to think there should be some shame associated with working long hours. 
An old survey lists out which countries work the longest hours in Europe the real question though is how does this link to productivity.

Personally I think it’s all about having a balance and scaling up and down as required rather than having a set pattern. However it looks like, due to Covid forcing organizations to make workers remote all this is about to change. There have been a few news reports about burnout and even longer working hours but this time whilst working from home.

Even the WHO has jumped in raising the awareness of increasing deaths from heart disease and stroke. “Working 55 hours or more per week is a serious health hazard,” said Maria Neira, the director of the WHO’s Department of Environment, Climate Change and Health.

There is also talk about reducing the working week to 4 days as seen on CNBC and the 4 Day Week Campaign here

What do you think?