Adrian Cockcroft

So it does very much feel like this.

We're not in a trough of disillusionment, but we're also not in a you know, like there aren't that many Adrian Cockrofts either running around being like, look how, look how awesome this stuff is.

And

like, we've kind of feel like we've maybe been in that for a little while now.

Just, uh, yeah, uh, calling out, like, "This is a good thing.

All you other colleagues, all you other employees should be doing something similar." Yeah, uh, I can see how that can have a big impact on cultural change.

The next anti-pattern I wanted to talk about, I think this might be a bit sacrilegious to our audience, but this is about deferring to data, where you let the data make your decisions for you.

So, uh, what's wrong with data-driven decision making?

Um, yeah.

It's definitely true that, uh, averages don't always tell the whole story and, uh, yeah, [laughs] you should pay attention to what your customers are saying.

Do you, uh, think that there's a way to make sure that, uh, your colleagues in general are using data in the right way, then? Like, how do you go about making sure that people understand when should you be using data, when should you be paying attention to one thing over another?

Uh, we argue for maybe shifting the mindset just a tiny bit, and I think that's already what helps to do it differently.