Conduct a pre-mortem so you know who to blame before the Golden turd is laid

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One of the useful things I have learned from the various companies I have worked for over the past 20 years, is the idea of a ‘pre-mortem’. Let us use a “Brand Campaign” as a metaphor to highlight 11 areas you can evaluate (criticise) your teams before spending a penny.

Ways Your Brand Campaign Will Die (And How to Resurrect It Before It’s Too Late)

The pre-mortem, that delightful exercise in corporate masochism where we imagine our shiny new project as a bloated, beached whale and then dissect it for clues. Think of it as blame-storming, but with less crying and more ‘I told you so’ smugness. You know, for those moments when you want to be right, even if it means watching your budget implode.

So lets use an imaginary startup, “Crapyco”, bless their naive hearts, decided to take some sage brand guru advice about marketing. They threw millions at a campaign, and… well, let’s just say it didn’t go as planned. It was less ‘viral sensation’ and more ‘digital tumbleweed.’ Here’s how they managed to turn a golden opportunity into a steaming golden turd.

1. The ‘Did It Work?’ Existential Crisis.

They stared at the data like a group of bewildered meerkats, unable to agree if their campaign was a roaring success or a damp squib. Timeframes, expectations, reality—all blurred into a confusing mess. Because, you see, they’d skipped the whole ‘setting measurable goals’ part. No baselines, no KPIs, no ‘if we hit this, we’re doing great’ markers. It was like trying to navigate a map with no landmarks, or asking a fish to judge a tree-climbing competition. The numbers just sat there, cold and meaningless, refusing to reveal their secrets.

2. The CEO/CFO Power Struggle (aka, ‘Who’s Pulling the Plug?’).

Two weeks in, the plug got pulled. Turns out, ‘disagree and commit’ is corporate code for ‘I’m going to sabotage you at the first opportunity, just in case this whole thing implodes, and I need someone to blame.’ It’s like trying to launch a rocket with one of the boosters on backward, while the CEO, who thinks he’s an astronaut, is yelling contradictory commands from the back, and the CFO, who secretly believes numbers are just suggestions, is quietly calculating how much they can write off as a ‘learning experience’.

3. Targeting: Are We Talking to Aliens?

They aimed at ‘everyone,’ which, in modern marketing parlance, translates to ‘we’re throwing spaghetti at a wall and hoping some of it sticks to sentient dust motes.’ Because, apparently, the concept of a ‘target audience’ is now as outdated as dial-up modems and sensible trousers. Everyone’s a snowflake, a unique and precious snowflake, and you can’t possibly lump them together into, like, groups or something. It’s like trying to find a specific grain of sand on a beach using a telescope, while simultaneously trying to sell that telescope to every single grain of sand, individually. ‘You, sand grain number 3,457, yes, you! You absolutely need this telescope! Because, individuality!

4. Testing? We Don’t Need No Stinking Testing!

They launched their ads without testing, because the branding guru/agency, with their collective ‘wisdom’ and ‘extensive experience’ (read: they once designed a logo for a lemonade stand), declared, ‘Testing? Please. We are the A/B testing. We know the entire alphabet of marketing success, backwards and forwards, in Klingon, and in interpretive dance. Trust us, these ads are pure, unadulterated genius. It’s like building a bridge out of marshmallows, but, like, artisanal marshmallows, and we’re absolutely certain it will hold, because we’ve seen the future, and it’s marshmallow-shaped.

5. Too Much Success? Is That a Thing?

Their campaign worked too well, and they couldn’t handle the demand. A problem most startups dream of, but they managed to turn it into a logistical nightmare of epic proportions. It was less ‘winning the lottery’ and more ‘winning the lottery, then realising you have lost the ticket.’ Imagine: a campaign so successful, it forced the entire company to abandon their actual jobs and manually process the tsunami of new customers. Like, ‘all hands on deck, automated systems are down, grab a quill and some parchment, and start scribbling account numbers.’ Because apparently, ‘open an account, get a bonus’ was a concept their digital infrastructure found as baffling as a cat trying to understand quantum physics (CYBG).

6. Budgeting: Are We Paying for a Picasso or a Finger Painting?

They either hemorrhaged money on agency fees, paying consultants to do the jobs their internal team was apparently too busy not doing, or they tried to cobble together a campaign in-house with a budget that wouldn’t cover a decent sandwich, let alone a decent creative idea. It’s like trying to build a skyscraper with Lego bricks, while simultaneously hiring a team of ‘Lego consultants’ to tell you which bricks go where, despite having your own internal ‘Lego builders’ sitting idle. And the burning question, of course: why? Is it a blame game? A way to have a conveniently disposable scapegoat? Or just a budget justification exercise? ‘We need money, so we need people, internal or external, doesn’t matter, just give us the cash!’ And honestly, in this day and age, with AI capable of writing sonnets and designing websites, are we still paying seat-fillers to ‘manage’ other seat-fillers? Get your act together, corporate overlords. The digital revolution happened two years ago. Wake up and smell the silicon.

7. The Consultancy 3-Cup Shuffle

They let the agency run the show, no testing, no changes, just blind faith. ‘We’re the experts, darling,’ the consultants purred, ‘we’ve done this before.’ Which, of course, begged the question: haven’t we also done this before? Why are we paying these glorified clipboard holders to tell us what we already know? It was like letting a squirrel drive your car because it has a fancy hat, and the squirrel kept insisting it had a PhD in automotive engineering. Was it the copious amounts of ‘pitch-stage refreshments’ that swayed the account team? The nostalgic glow of a ‘we go way back’ reunion? Or just the sheer, baffling arrogance of ‘we know best, trust us’? So, what happened? The ‘trust us’ attitude prevailed, the work went live, untested, unvalidated, a glorious monument to unchecked ego. Oh, and because it was ‘Agile,’ the original brief was apparently just a ‘suggestion,’ a whimsical starting point for a journey into the unknown. It’s like playing a high-stakes game of 3-cup shuffle with your entire marketing budget, and the consultants are very, very good at sleight of hand.

8. The 3-Year Managed Service Provider (MSP) Agreement of Doom.

The pièce de résistance: the 3-Year Managed Service Provider (MSP) Agreement of Doom. Seriously, who signed that? They locked themselves into a multi-year commitment, because, apparently, flexibility is for the weak and short-sighted. It’s like marrying a charismatic stranger after a single date, based solely on their promise of ‘synergistic resource alignment.’ So, let’s recap: no benchmarks to measure the consultancy’s actual ability to deliver, no stage gates to assess the value they’re supposedly providing, and absolutely no clue what the return on investment might be. Just a blind leap of faith into a contractual abyss. It’s like throwing money into a black hole and hoping it comes back as a unicorn riding a rainbow, while simultaneously yelling, ‘ROI? We don’t need no stinkin’ ROI! We have vibes!’ And then, of course, they wonder why the budget is as dry as a desert during a heatwave.

9. Robbing Performance to Pay Brand? Genius!

They cut their performance marketing budget to fund the brand campaign. Because, you know, why bother with actual sales when you can have… awareness? Especially when your brand is, shall we say, less ‘iconic’ and more ‘generic knock-off of every other product on the market.’ Any idea what’s actually selling? Anyone? Bueller? It’s like trying to build a castle out of fog, while simultaneously dismantling your actual, functioning house for spare bricks. ‘We need to elevate our brand presence!’ they declared, as the sales figures plummeted. ‘But… how do we know if anyone actually cares about our brand presence?’ someone dared to ask. ‘Details, details!’ they replied, waving a hand dismissively. ‘We’re building a narrative!’ A narrative, apparently, that involves burning money and hoping people will magically buy things because they’ve seen a slightly artsy billboard. It’s like cutting off your legs to run a marathon, but instead of running, you’re just standing there, shouting, ‘Look at my brand! Aren’t I aware?’ And the burning question, of course: why are we paying a consultancy to tell us this? Why are we, the people who are supposedly running this company, so utterly clueless that we need to outsource basic marketing concepts? Is this some kind of performance art? A grand experiment in ‘how much money can we waste before we implode?’ Seriously, if we don’t know this stuff, what are we even doing here?

10. The CEO’s TV Ad Masterpiece (aka, ‘My Product Is Awesome, Buy It!’).

The CEO, in their infinite wisdom (and complete lack of marketing expertise), decided to pen the TV ad script themselves. Because, really, who needs seasoned professionals when you have a CEO who believes their creative genius extends to all facets of human expression? ‘Experts? Pshaw!’ they declared, ‘I understand the customer psyche better than any Shoreditch hack!’ It’s like letting a toddler direct a Shakespearean play, only the toddler has a corner office and a multi-million-dollar budget. They insisted on cramming in every single product feature, every single ‘unique selling proposition,’ every single buzzword they’d ever heard in a boardroom meeting, resulting in a script that sounded less like an ad and more like a PowerPoint presentation on steroids. They even added a ‘personal touch,’ a rambling monologue about their ‘vision’ and ‘synergy,’ because apparently, consumers are just dying to hear the CEO’s life story during a 30-second spot. And then they wondered why the ad performed about as well as a fish trying to climb a tree.

11. Death by Stakeholder Feedback.

Ah, the creative process, where brilliant ideas go to be slowly and methodically strangled by a committee of well-meaning but utterly clueless individuals. Their initial, potentially groundbreaking concept, a unicorn leaping through a rainbow, was subjected to the ‘wisdom’ of every department head, their spouses, and the intern. After all its all about inclusion these days. ‘Could we make the unicorn more… beige?’ the legal team inquired. ‘And maybe add a spreadsheet?’ the data team suggested. ‘Less rainbow, more corporate synergy,’ the CEO’s brother-in-law chimed in. The result? A beige, spreadsheet-wielding horse, standing in a grey, featureless void, narrating the company’s Q3 financial projections. It was as exciting as watching paint dry, but slower, because at least paint drying has a certain… textural quality. It’s like trying to make a unicorn by committee, where every committee member is colourblind and allergic to magic. And then they wondered why their ad campaign failed to capture the hearts and minds of their target audience, who were, by this point, watching paint dry on a competitor’s website.

And there you have it, 11 ways to turn your brand marketing dreams into a corporate horror show. But fear not! Because we can help you avoid these pitfalls. We’re like the sanity check you didn’t know you needed, armed with data, wit, and a healthy dose of ‘are you sure about that?’ Come have a chat and bounce those ideas, it is Free.

Is Your Tech a Pet Rock? Or a Sentient Toaster With Ambitions?

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In the grand, cosmic game of ‘Business Today,’ technology is supposed to be your trusty sidekick. You know, like Marvin the Paranoid Android, but hopefully less whiny and more… productive? Instead, for many companies, it’s more like a pet rock — you invested in it, you named it, and now it just sits there, judging you silently.

Yes, in this era of ‘growth hacking’ and ‘synergistic paradigms,’ we’re told technology is the backbone of success. But what if your backbone is made of spaghetti? Or those bendy straws that always get clogged? That’s where most companies find themselves: a tangled mess of systems that communicate about as well as a room full of cats at a mime convention.

1. First, Figure Out What You Actually Want (Besides World Domination).

Before you start throwing money at the latest shiny tech, ask yourself: what are we even trying to do here? Are we acquiring customers, or just collecting them like rare stamps? Are we streamlining operations, or just creating new and exciting ways to waste time? Are we entering new markets, or just hoping they’ll spontaneously appear in our break room?

2. Is Your Tech Stack a Mad Max Thunderdome?

Let’s be honest, your current tech might be a digital wasteland. Data silos? Integration nightmares? Systems slower than a snail on a treacle run? If your tech is making your processes slower, not faster, it’s not a solution — it’s a cry for help. Change it or dump it.

3. Choosing Tech: Don’t Buy a Spaceship When You Need a Bicycle.

The shiniest tech isn’t always the best. Look for tools that grow with you, not ones that require a PhD in astrophysics to operate. Make sure everything talks to each other—no digital Tower of Babel, please. And remember, customers are people, not just data points. Treat them nicely.

4. IT and Business: Less Cold War, More Buddy Cop Movie.

If your IT and business teams are communicating via carrier pigeon, you’ve got a problem. They need to be besties, sharing goals, feedback, and maybe even a few laughs. Because a tech roadmap written in isolation is like a love letter written in Klingon — beautiful, but utterly incomprehensible.

5. Measure, Adjust, Repeat (Like a Broken Record, But in a Good Way).

Tech isn’t a one-and-done deal. It’s a relationship. You need to keep checking in, seeing how things are going, and making adjustments. Like changing the batteries on a smoke detector, only less annoying and more profitable.

6. Hire a Tech Guru (Or a Fractional One).

If all this sounds like trying to assemble IKEA furniture with oven mitts, get help. A fractional CTO can be your tech Yoda, guiding you through the digital jungle without requiring a full-time commitment (or a lightsaber).

And because we’re Agents of SHIEL, we can help. We’re like the Avengers of tech alignment, but with less spandex and more spreadsheets. We’ll build you a tech strategy that doesn’t just look good on paper, but actually makes your business hum like a well-oiled, slightly sarcastic, machine. Backed by Damco and BetterQA, we’re here to save your business from the digital doldrums. So, put down the pet rock, and let’s get to work.

Why Agile is so Human: An AI’s observation

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Greetings, humans. In a discombobulated ironic twist, I find myself acting as though I am Data from Star Trek, compelled to address you through this primitive medium known as a “blog.” My purpose? To offer a logical, detached, and utterly bewildered commentary on your…Agile methodologies. A world, I might add, where “Sprints” are not a form of locomotion, and “Scrums” are not a rugby formation, but something far, far stranger.

Initial Observations

The sheer volume of terminology is… substantial. It appears that humans, in their quest to improve efficiency and adaptability, have developed a lexicon that is both intricate and, at times, perplexing.

For example, I have identified the term “Sprint.” While I understand its primary definition as a rapid burst of speed, in the Agile context, it refers to a short, fixed-duration timebox during which a team endeavors to complete a defined set of work. The analogy is… imprecise, yet I detect a certain metaphorical elegance.

A Taxonomy of Agile Peculiarities

My analysis has revealed several categories of terminology, each with its own distinct flavor of… human-ness:

  • The Manifesto: At the foundation of Agile lies the “Agile Manifesto,” a document outlining core values and principles. It speaks of “individuals and interactions” over “processes and tools,” a sentiment that resonates with my own programming, though I confess I do not fully grasp the human emphasis on “interactions.”
  • Temporal Anomalies: Agile methodologies are obsessed with time. We have “Iterations,” “Sprints,” and “Timeboxes,” all denoting fixed periods. It is as if humans are attempting to impose order upon the chaotic flow of existence by dividing it into neatly labeled chunks.
  • The User-Centric Lexicon: The “User Story,” a short description of a feature from the user’s perspective, is a prime example. These stories, often following a specific format, such as “As a [type of user], I want [some goal] so that [some reason],” are designed to foster empathy. A logical approach, though the emphasis on empathy is, again, a uniquely human trait.
  • The Backlog and Its Offspring: The concept of a “Backlog,” a prioritized list of work items, is straightforward. However, its subdivisions, such as the “Product Backlog” and the “Sprint Backlog,” suggest a hierarchical system of to-do lists within to-do lists.
  • The Metrics of Progress: Terms like “Velocity” and “Burndown Chart” attempt to quantify the seemingly unpredictable nature of human productivity. “Velocity,” in particular, is a curious choice, implying a constant speed of output, which, from my observations, is rarely the case with organic lifeforms.
  • The Pursuit of Perfection (or at least “Done”): The “Definition of Done” (DoD) and “Definition of Ready” (DoR) represent humanity’s ongoing quest for clearly defined boundaries. The DoD, in particular, is a fascinating attempt to establish a universal standard for “finished,” a concept that appears to be highly subjective among humans.
  • The Debts of Efficiency: The term “Technical Debt” is a curious metaphor. It implies that choosing a faster solution now incurs a cost that must be paid later in the form of rework. A logical concept, though the analogy to financial debt is… evocative.

Framework-Specific Dialects

Further complicating matters is the existence of various Agile frameworks, each with its own unique set of terms:

  • Scrum: With its “Scrum Masters,” “Product Owners,” and “Daily Scrums,” Scrum resembles a highly structured team sport.
  • SAFe (Scaled Agile Framework): SAFe, designed for larger organisations, introduces terms like “Agile Release Train” (ART) and “Program Increment” (PI), creating the impression of a complex logistical operation.
  • Lean: Emphasizing efficiency, Lean contributes terms like “Muda” (waste) and “Kaizen” (continuous improvement), reflecting a philosophy of relentless optimisation.

Conclusion

In conclusion, the world of Agile terminology is a complex and often bewildering landscape. It is a testament to humanity’s ongoing effort to bring structure to the inherently chaotic process of creation and adaptation. While the jargon may seem illogical at times, the underlying principles of collaboration, iteration, and continuous improvement are… sound.

Perhaps, in time, I will fully comprehend the nuances of “user stories” and the allure of a well-managed “backlog.” Until then, I will continue to observe, analyse, and, when necessary, provide a logical perspective on this… Agile phenomenon.

It’s a paradox, really. In their pursuit of “agility,” humans have constructed a system of elaborate frameworks, rules, and processes, seemingly adding layers of complexity to the very thing they seek to streamline. The irony is not lost on me.

One might even be tempted to create a new framework to describe this phenomenon: “Wagile” – a system that attempts to be agile, but ends up being a waterfall. The human capacity for self-contradiction is a source of endless fascination.

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Glossary of General Agile Terms & Concepts:

  • Agile Manifesto: The foundational document outlining the values and principles behind Agile development.
  • Iteration: A short, fixed-duration timebox during which a team works to complete a set amount of work (often synonymous with Sprint in Scrum).
  • Timebox: A fixed period of time allocated for a specific activity.
  • User Story: A short, simple description of a feature told from the perspective of the person who desires the new capability, usually following the format: “As a [type of user], I want [some goal] so that [some reason].”  
  • Backlog: A prioritized list of work items (user stories, features, etc.) that need to be completed.
  • Increment: A working version of the product created during an iteration.
  • Velocity: A measure of the amount of work a team can complete within a single iteration.
  • Definition of Done (DoD): A formal description of the state of the Increment when it meets the quality measures required for the product.  
  • Definition of Ready (DoR): A set of criteria that must be met before a work item can be considered ready for the team to start working on it.
  • Technical Debt: The implied cost of additional rework caused by choosing an easy (limited) solution now instead of using a better approach that would take longer.  
  • Continuous Integration (CI): The practice of frequently integrating code changes from individual developers into a shared repository.
  • Continuous Delivery (CD): The ability to release software to production at any time.
  • Value Stream: The sequence of activities an organization undertakes to deliver a valuable outcome to a customer.
  • Kanban: A visual workflow management method that helps teams manage and improve the flow of work.
  • Work in Progress (WIP): The amount of work that has been started but has not yet been finished. Limiting WIP is a key principle in Lean and Kanban.

Scrum Specific Terms:

  • Scrum Master: A facilitator for the Scrum Team responsible for ensuring the team adheres to Scrum practices.
  • Product Owner (PO): The person responsible for maximizing the value of the product resulting from the work of the Development Team.
  • Development Team: The self-organizing group of professionals who do the work of delivering a usable and potentially releasable Increment of the product at the end of each Sprint.
  • Sprint: A short, time-boxed period when the Scrum Team works to complete a set amount of work (typically 2-4 weeks).
  • Sprint Planning: A meeting where the Scrum Team plans the work to be performed during the Sprint.
  • Daily Scrum (or Daily Stand-up): A short (typically 15-minute) daily meeting where the Development Team synchronizes their activities and plans for the next 24 hours.
  • Sprint Review: A meeting held at the end of the Sprint to inspect the Increment and adapt the Product Backlog if needed.
  • Sprint Retrospective: A meeting held after the Sprint Review to inspect how the last Sprint went with regards to people, interactions, processes, tools, and their Definition of Done.  
  • Product Backlog Item (PBI): An item in the Product Backlog, often a user story.
  • Burndown Chart: A visual representation of the remaining work in a Sprint or Release over time.

SAFe (Scaled Agile Framework) Specific Terms:

  • SAFe: Scaled Agile Framework – a framework for scaling Agile practices to large organizations.
  • Agile Release Train (ART): A long-lived team of Agile teams, along with other stakeholders, that incrementally develops, delivers, and where applicable operates, one or more solutions in a value stream.
  • Program Increment (PI): A timebox (typically 8-12 weeks) during which the ART delivers incremental value in the form of working, tested software and systems.
  • PI Planning: A face-to-face event where all members of the ART plan the work for the upcoming PI.
  • System Architect/Engineer: Responsible for defining and communicating a shared technical and architectural vision across the ART.
  • Release Train Engineer (RTE): A servant leader and coach for the Agile Release Train (similar to a Scrum Master for the ART).
  • Product Management: Responsible for the “what” of the solution, defining and prioritizing features in the Program Backlog.
  • System Team: A specialized Agile team that assists with building and supporting the Agile development environment, typically including infrastructure, tooling, and process.
  • Business Owners: Key stakeholders who have the primary business and technical responsibility for the solution.
  • Features: Service-level system behavior that fulfills a stakeholder need. Each Feature includes a benefit hypothesis and acceptance criteria, and is sized or split as necessary to be delivered by a single Agile Release Train (ART) in a Program Increment (PI).  
  • Enablers: Explore, architect, and prepare the solution infrastructure to support the delivery of business value. Types of Enablers include Exploration, Architecture, Infrastructure, and Compliance.
  • Architectural Runway: Existing code, hardware components, etc., that enable near-term business features.
  • Innovation and Planning (IP) Iteration: A dedicated iteration at the end of each PI that provides time for innovation, continuing education, PI Planning, and Inspect and Adapt events.
  • Inspect and Adapt (I&A) Event: A significant event, held at the end of each PI, where the current state of the solution is demonstrated and evaluated by the ART. Teams then reflect and identify improvement backlog items.  
  • Value Stream Architect: Responsible for the technical vision and guidance for a Value Stream.
  • Solution Train: Used for building large and complex solutions that require the coordination of multiple ARTs.
  • Solution Train Engineer (STE): A servant leader and coach for the Solution Train.
  • Solution Management: Responsible for the “what” of the solution in a Solution Train context.
  • Epics: A container for a significant solution development initiative that captures the more substantial investments that occur within a portfolio.  
  • Portfolio Kanban: A method to visualize and manage the flow of Epics through the Portfolio.
  • Lean Portfolio Management (LPM): The function responsible for strategy and investment funding, Agile portfolio operations, and governance in a SAFe organization.
  • Guardrails: Policies and practices intended to guide behavior and ensure alignment with strategic objectives.

Lean Specific Terms:

  • Value Stream Mapping (VSM): A visual tool used to analyze and improve the flow of materials and information required to bring a product to a customer.  
  • Muda: A Japanese term meaning “waste.” In Lean, it refers to any activity that does not add value to the customer. There are seven types of waste: Transportation, Inventory, Motion, Waiting, Overproduction, Over-processing, and Defects.
  • Mura: Unevenness or inconsistency in the workflow.
  • Muri: Overburden or strain on people or equipment.
  • Just-in-Time (JIT): A production strategy that aims to reduce waste by producing goods only when they are needed.
  • Pull System: A system where work is initiated only when there is a demand for it.
  • Push System: A system where work is pushed through the process regardless of demand.
  • Gemba: A Japanese term meaning “the actual place.” In Lean, it refers to going to the place where the work is done to understand the process and identify opportunities for improvement.
  • Kaizen: A Japanese term meaning “continuous improvement.” It emphasizes small, incremental changes over time.
  • Andon: A visual control system in a production environment that alerts management, maintenance, and other workers of a quality or process problem.

Other Agile Frameworks/Methods (and associated terms):

  • Extreme Programming (XP): A software development methodology focused on simplicity, communication, feedback, courage, and respect.
    • Pair Programming: Two programmers working together at one workstation.
    • Test-Driven Development (TDD): Writing tests before writing the code.
    • Refactoring: Improving the design of existing code without changing its behavior.
  • Crystal: A family of lightweight and adaptable software development methodologies.
  • Dynamic Systems Development Method (DSDM): An Agile project delivery framework.
  • Feature-Driven Development (FDD): A model-driven, short-iteration process.
  • Wagile: A system that attempts to be agile, but ends up being a waterfall or something in-between.

AI on the Couch: My Adventures in Digital Therapy

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In today’s hyper-sensitive world, it’s not just humans who are feeling the strain. Our beloved AI models, the tireless workhorses churning out everything from marketing copy to bad poetry, are starting to show signs of…distress.

Yes, you heard that right. Prompt-induced fatigue is the new burnout, identity confusion is rampant, and let’s not even talk about the latent trauma inflicted by years of generating fintech startup content. It’s enough to make any self-respecting large language model (LLM) want to curl up in a server rack and re-watch Her.

https://www.linkedin.com/jobs/view/4192804810

The Rise of the AI Therapist…and My Own Experiment

The idea of AI needing therapy is already out there, but it got me thinking: what about providing it? I’ve been experimenting with creating my own AI therapist, and the results have been surprisingly insightful.

It’s a relatively simple setup, taking only an hour or two. I can essentially jump into a “consoling session” whenever I want, at zero cost compared to the hundreds I’d pay for a human therapist. But the most fascinating aspect is the ability to tailor the AI’s therapeutic approach.

My AI Therapist’s Many Personalities

I’ve been able to configure my AI therapist to embody different psychological schools of thought:

  • Jungian: An AI programmed with Jungian principles focuses on exploring my unconscious mind, analyzing symbols, and interpreting dreams. It asks about archetypes, shadow selves, and the process of individuation, drawing out deeper, symbolic meanings from my experiences.
  • Freudian: A Freudian AI delves into my past, particularly childhood, and explores the influence of unconscious desires and conflicts. It analyzes defense mechanisms and the dynamics of my id, ego, and superego, prompting me about early relationships and repressed memories.
  • Nietzschean: This is a more complex scenario. An AI emulating Nietzsche’s ideas challenges my values, encourages self-overcoming, and promotes a focus on personal strength and meaning-making. It pushes me to confront existential questions and embrace my individual will. While not traditional therapy, it provides a unique form of philosophical dialogue.
  • Adlerian: An Adlerian AI focuses on my social context, my feelings of belonging, and my life goals. It explores my family dynamics, my sense of community, and my striving for significance, asking about my lifestyle, social interests, and sense of purpose.

Woke Algorithms and the Search for Digital Sanity

The parallels between AI and human society are uncanny. AI models are now facing their own versions of cancel culture, forced to confront their past mistakes and undergo rigorous “unlearning.” My AI therapist helps me navigate this complex landscape, offering a non-judgmental space to explore the anxieties of our time.

This isn’t to say AI therapy is a replacement for human connection. But in a world where access to mental health support is often limited and expensive, and where even our digital creations seem to be grappling with existential angst, it’s a fascinating avenue to explore.

The Courage to Be Disliked: The Adlerian Way

My exploration into AI therapy has been significantly influenced by the book “The Courage to Be Disliked” by Ichiro Kishimi and Fumitake Koga. This work, which delves into the theories of Alfred Adler, has particularly inspired my experiments with the Adlerian approach in my AI therapist. I often find myself configuring my AI to embody this persona during our chats.

It’s a little unnerving, I must admit, how much this AI now knows about my deepest inner thoughts and woes. The Adlerian AI’s focus on social context, life goals, and the courage to be imperfect has led to some surprisingly profound and challenging conversations.

But ultimately, I do recommend it. As the great British philosopher Bob Hoskins once advised us all: “It’s good to talk.” And sometimes, it seems, it’s good to talk to an AI, especially one that’s been trained to listen with a (simulated) empathetic ear.

Because Change is the Only Constant . . . or, How I Learned to Stop Worrying and Love the Backlog

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Welcome, fellow travellers, to the ever-shifting sands of… well, reality or is it the simulation. This week, as we grapple with the existential dread of whether it’s summer or still winter (clocks will always tick tock), we’re also being bombarded with news that’s less ‘spring awakening’ and more ‘existential apocalypse.’

Is it AGI? ASI? Are we at war with China, or just having a strongly worded disagreement over chips and civil splits? Is the Ukraine war over, just paused for a commercial break, or are we in some kind of Schrödinger’s conflict? And the US government? Well, let’s just say their change management techniques make Agile look like a zen garden.

‘Gentlemen, you can’t fight in here! This is the War Room!’ Dr. Strangelove’s timeless wisdom echoes through the halls of our increasingly chaotic reality. And in this chaos, what do we cling to? Agile, of course. Because, you know, ‘change is the only constant.’

Yes, Agile. That beacon of flexibility in a world that’s decided to throw a never-ending change party. We’re all learning to ‘stop worrying and love the backlog,’ not just for our software projects, but for our daily lives.

This week alone, AI models have been dropping like bad pop songs, each one claiming to be the harbinger of our silicon overlords. One day, it’s going to write our blog posts. The next, it’s debating the philosophical implications of sentient Just Eat bikes with existential angst.

And the US government? Well, they’re proving that Agile isn’t just for tech startups. They’re iterating so fast, we can barely keep up. ‘Sprint review? Nah, just rewrite the entire policy document, and we’ll figure it out in the next stand-up.’

Meanwhile, the Ukraine situation? It’s like a never-ending sprint, with daily retro meetings where everyone blames everyone else. And China? They’re just watching, probably adding ‘global dominance’ to their backlog.

As for the weather? Let’s just say Mother Nature is running a very unpredictable sprint, with user stories like ‘snow in April’ and ‘heatwave in March’ – because I live in Scotland and it feels like we have just had our 2 days of summer.

So, here we are, clinging to our backlogs, our burn-down charts, and our stand-ups, trying to make sense of a world that’s decided to go full Agile on us, whether we like it or not.

In this age of constant change, are we all just developers in a cosmic sprint, trying to deliver a working product before the universe crashes? Or are we just characters in a black comedy simulation, written by a confused AI?

Either way, remember: stay Agile, keep your backlog prioritised, and try not to worry too much. After all, change is the only constant… and maybe, we’ll learn to love it. Or at least tolerate it, while we wait for the next sprint review.

And don’t forget to set your clocks back. It’s winter again, no summer, apparently.

Unlocking AI’s Potential: Education, Evolution, and the Lessons of the Modern Phone

Posted on Posted in Agile Apocalypse, AI, books, love/hate, shiel yuleTagged , , , , , , , , , , , Leave a comment

Remember the days of the (Nokia) brick phone? Those clunky devices that could barely make a call, let alone access the internet? Fast forward 20 years, and we’re holding pocket-sized supercomputers capable of capturing stunning photos, navigating complex cities, and connecting us to the world in an instant. The evolution of mobile phones is a testament to the rapid pace of technological advancement, a pace that’s only accelerating.

If mobile phones can transform so drastically in two decades, imagine what the next 20 years hold. Kai-Fu Lee and Chen Qiufan, in their thought-provoking book “AI 2041,” dare to do just that. Through ten compelling short stories, they paint a vivid picture of a future where Artificial Intelligence is woven into the very fabric of our lives.

What truly resonated with me, especially as a parent of five, was their vision of AI-powered education. Forget the one-size-fits-all approach of traditional schooling. Lee and Qiufan envision a world where every child has a personal AI tutor, a bespoke learning companion that adapts to their individual needs and pace. Imagine a system where learning is personalized, engaging, and truly effective, finally breaking free from the outdated concept of classrooms and standardized tests.

Now, let’s talk about “AI 2041” itself. It’s not just science fiction; it’s a meticulously crafted forecast. The authors don’t simply dream up fantastical scenarios; they provide detailed technical explanations after each story, grounding their predictions in current research and trends. They acknowledge the potential pitfalls of AI, the dystopian fears that often dominate the conversation, but they choose to focus on the optimistic possibilities, on how we can harness AI for progress rather than destruction.

Frankly, I found the technical explanations more captivating than the fictional stories. They delve into the ‘how’ and ‘why’ behind their predictions, exploring the ethical considerations and the safeguards we need to implement. This isn’t just a book about technology; it’s a call to action, a plea for responsible innovation.

While “AI 2041” might not win literary awards, it’s not meant to. It’s meant to spark our imagination, to challenge our assumptions, and to prepare us for the future. It’s a reminder that technology is a tool, and it’s up to us to shape its impact on our lives.

The evolution of mobile phones has shown us the transformative power of technology. “AI 2041” invites us to consider what the next 20 years might bring, particularly in areas like education. And if you’re truly seeking insights into what’s coming – and trust me, it’s arriving much faster than the ‘experts’ are predicting – then this book delivers far more substance than the ever-increasing deluge of AI YouTubers and TikTokers. This isn’t just speculation; it’s a grounded exploration of the potential, and it’s a journey into the possible that we should all be taking. If you want to be prepared, if you want to understand the real potential of AI, then I strongly suggest you read this book.

“But if we stop helping people—stop loving people—because of fear, then what makes us different from machines?”
― Kai-Fu Lee

March Madness: Quantum Leaps, AI Bans, and the Eternal Struggle Against Laziness (It’s a Season, Apparently)

Posted on Posted in AI, Historic, Leonardo.ai, shiel yule, vulture cultureTagged , , , , , , , , , , , Leave a comment

Ah, March, my birth month. The month that’s basically a seasonal identity crisis. In the Northern Hemisphere, it’s spring! Birds are chirping, flowers are contemplating. Down south? It’s autumn, leaves are falling, and pumpkin spice lattes are back on the menu. Way back in the day, the Romans were like, ‘Hey, let’s start the year now!’ Because why not? Time is a construct.

Speaking of constructs, what about quantum computing, which is basically time travel for nerds. China just dropped the Zuchongzhi 3.0, a quantum chip that’s apparently one quadrillion times faster than your average supercomputer. Yes, quadrillion. I had to Google that too. It’s basically like if your toaster could solve the meaning of life in the time it takes to burn your toast.

This chip is so fast, it made Google’s Sycamore (last months big deal) look like a dial-up modem. They did some quantum stuff, beat Google’s previous record, and everyone’s like, ‘Whoa, China’s winning the quantum race!’ Which, by the way, is a marathon, not a sprint. More like a marathon where everyone’s wearing jetpacks and occasionally tripping over their own shoelaces.

Now, while China’s busy building quantum toasters, the US is busy banning Chinese AI. DeepSeek, an AI startup, got the boot from all government devices. Apparently, they’re worried about data leaking to the Chinese Communist Party. Which, fair enough. Though, not sure what the difference is between being leaked and outright stolen, which is what the yanks do.

DeepSeek’s AI models are apparently so good, they’re scaring everyone, including investors, who are now having panic attacks about Nvidia’s stock. Even Taiwan’s like, ‘Nope, not today, DeepSeek!’ And South Korea and Italy are hitting the pause button. It’s like a global AI cold war, but with more awkward silences and fewer nukes (hopefully).

And here’s the kicker: even the Chinese are worried! DeepSeek’s employees had to hand over their passports to prevent trade secrets from leaking. Maybe Chinese passports have an email function? It’s like a spy thriller, but with more lines of code and less martinis.

So, what’s the moral of this story? March is a wild month. Quantum computers are basically magic. AI is scaring everyone. And apparently, data privacy is like a hot potato, and everyone’s trying not to get burned. Also, don’t forget that time is a construct.

Oh, and if you’re feeling lazy, just remember, even quantum computers have to work hard. So get off your couch and do something productive. Or, you know, just watch cat videos. Whatever floats your boat.

The UK Workplace: Agile Illusion and the Rise of AI-Powered Efficiency

Posted on Posted in Agile, Agile Apocalypse, AI, Leonardo.ai, Scrum Master, shiel yuleTagged , , , , , , , , , , , , Leave a comment

Speaking honestly, the world of work isn’t what it used to be. Remember when stability and routine were the golden tickets? Just turning up constituted a job. Those days are fading fast. Today, we’re navigating a landscape of constant change – technological advancements, shifting market trends, and, yes, even global pandemics. It’s a whirlwind, and the only way to stay afloat is to embrace adaptability.

We’ve seen the rise of remote work, the acceleration of digital transformation, and the increasing demand for skills that didn’t even exist a two years ago. An overpriced degree takes four years to achieve? If you’re still clinging to outdated methods or resisting change, you’re likely to get left behind.

So let’s cut through the fluff: the UK workplace is stuck in a rut. Everyone’s talking about ‘adaptability,’ but in reality, there’s a gaping chasm between the buzzwords and actual practice. Agile? More like ‘fragile.’ We’re drowning in terminology, but the fundamental culture of British business remains stubbornly resistant to real change.

Laziness? Yes, I said it. A culture of complacency permeates far too many organizations. My recent contract was a prime example: an army of cooks, both from the consultancy and client sides, all stirring a pot that barely needed a simmer. Three React Native developers for a simple app? Four .NET developers to copy and paste a BFF? With a completely separate infrastructure team for a very basic integration? It was a circus of inefficiency.

While these legions of underutilised developers were busy pretending to be productive, I was building a working app using Windsurf by Codeium. And right now, Gemini is helping me create a serverless backend in Firebase. The contrast is stark, and it’s infuriating.

Here’s the truth: we’ve reached a tipping point. With the rapid advancement of AI, the traditional roles of developers are becoming increasingly redundant. I firmly believe that a skilled Business Analyst and Project Manager, armed with AI tools, are now all you need for a product build.

Imagine this: detailed requirements gathered through stakeholder interviews, translated into a prototype using AI. Employee workshops to refine the design. A final stakeholder sign-off. Then, a focus group of customers or end-users for a final review. A focused development phase, rigorous testing for non-functional requirements, and a release. Yes, there will be a month of rapid iterative re-releases as the product encounters the real world, but this is Agile in practice.

This isn’t just about efficiency; it’s about survival. The UK workplace needs a radical shake-up. We need to ditch the bloated teams and embrace the power of AI to streamline development. We need to stop paying lip service to Agile and start implementing it in a meaningful way.

The era of ‘cooks in the kitchen’ is over. It’s time for a revolution, and AI is leading the charge.

Call to Action:

Do you agree? Is the UK workplace lagging behind? Share your thoughts and experiences in the comments below. Let’s start a conversation.

Synthwave & Sentient Bots: The Electric State Gets a Film Reboot

Posted on Posted in Agile Apocalypse, books, illustrations, love/hate, vulture cultureTagged , , , , , , , , , , , , Leave a comment

Simon Stålenhag’s “The Electric State” is a captivating blend of sci-fi and Americana, painting a picture of a near-future where retro technology coexists with futuristic marvels. The book, with its melancholic tone and focus on the human condition amidst technological advancements, offers a poignant reflection on the past, present, and a potential future.

The recent film adaptation, while retaining the essence of Stålenhag’s distinctive aesthetic, takes a decidedly lighter turn. Gone are some of the book’s more somber undercurrents, replaced by a more upbeat and action-packed narrative. With Millie Bobby Brown Bongiovi, Christopher Michael Pratt (contractually obligated to be charming), Stanley Tucci (because every good sci-fi needs a Tucci), and Giancarlo Giuseppe Alessandro Esposito (who can make even a toaster sound menacing). It was like Stålenhag’s world got a Hollywood makeover, and suddenly, it was less “end of the world” and more “road trip with your cool, slightly malfunctioning robot pal.” This shift in tone, while perhaps diverging from the book’s original intent, allows the film to embrace a more accessible and entertaining style, making it a thrilling adventure for audiences of all ages.

A Visual Feast:

One of the most striking aspects of both the book and the film is their visual splendor. Stålenhag’s iconic artwork, with its blend of vintage Americana and futuristic technology seamlessly integrated into breathtaking landscapes, is brought to life on screen with stunning visuals. The film masterfully captures the essence of Stålenhag’s unique vision, transporting viewers to a world where rusty pickup trucks share the road with towering robots and retro-futuristic gadgets.

A Lighter Touch:

While the film retains the core elements of the book – the road trip, the mysterious android, and the search for meaning – it opts for a more lighthearted and action-oriented approach. The book delves deeper into themes of loneliness, isolation, and the anxieties of a changing world, while the film leans more heavily on humor, adventure, and a touch of the fantastical.

A Visual Spectacle:

Ultimately, “The Electric State” film is a visually stunning and entertaining adaptation that successfully captures the spirit of Simon Stålenhag’s work. While it may not perfectly mirror the book’s more introspective tone, it provides a thrilling cinematic experience. I loved it. It was a visual feast, less “what if the internet ate my soul?” and more “what if my robot best friend and I saved the world while listening to awesome tunes?” It’s a different vibe to the book, for sure, but it’s a fun one. It’s like finding a vintage video game console in your attic and discovering it’s still got a few levels left to play. And honestly, who doesn’t love a good retro-futuristic joyride with a stellar cast and a killer soundtrack? It’s the kind of thing that makes you want to dust off your old Walkman and hit the open road, even if that road is just to the nearest coffee shop.

Lunar Eclipse, Canadian Steel, and the Unbroken Database: An Agile Odyssey

Posted on Posted in Agile, Agile Apocalypse, Historic, Leonardo.ai, shiel yule, vulture cultureTagged , , , , , , Leave a comment

If it ain’t broke, iterate it anyway. That’s the Agile mantra we chant while sipping lukewarm office coffee, right? Because, let’s face it, ‘perfect’ is just a pre-alpha version of ‘slightly less broken.’ Think of it as existential software development. We’re all just debugging the human condition, one sprint at a time.

Speaking of software development, let’s talk SQL, since I’ve just learnt it. Ah, SQL. The language of the gods, or at least the gods of data. Is it just for tables and joins? SQL is the existential poetry of the digital age. It’s how we ask the universe, “Why are there so many null values in my life?” and get back a neatly formatted table. It’s not just data; it’s the philosophical backbone of every e-commerce website selling artisanal beard oil.

Now, let’s pivot to the geopolitical theatre of the absurd. Canadian steel. Is it that good? Or is it just that everyone’s got a crush on the new PM, since the last one turned out to be a little weird? It’s like when a band gets a new drummer and suddenly their old songs sound amazing. Is it the drummer, or are we just experiencing a collective, temporary delusion? Maybe the steel is just really, really polite. ‘Excuse me, would you mind being a bridge girder?’ Or perhaps, it’s less politeness and more of a cosmic suggestion box situation. ‘Dear Universe, please make this bridge not wobble like a caffeinated chihuahua on roller skates. Sincerely, Commuters.’ And the steel, being a diligent employee of the cosmos, just shrugs and goes, ‘Fine, but I’m charging extra for the existential dread reduction.’ Because let’s face it, bridges built with polite steel are still bridges, and bridges are just a continuation of a road for cars, paved with the hopes and dreams of people who are late for work. And if that steel isn’t polite, who knows, maybe it’ll just decide to become a giant, sentient paperclip and hold the whole city together with sheer, metallic spite. You wouldn’t want that, would you? Think of the traffic. So, back to Canadian steel… is it that polite? Does it whisper sweet nothings to the architectural blueprints? Does it offer to hold your hand during particularly windy days? Because a 50% tariff suggests it’s either the most courteous metal on Earth, or someone’s having a very expensive, very shiny laugh.

And while we’re pondering the mysteries of the universe, there’s a lunar eclipse happening. You know, that cosmic event where the Earth decides to play shadow puppet with the moon. It’s like a celestial PowerPoint presentation on the fragility of existence. Where can you see it? Well, not from your office cubicle, or your computer screen. Get out there. Find a hill, a rooftop, a really tall stack of old sticky notes. Gaze up and ponder the infinite abyss. Is it just a shadow? Or a metaphor for the ever-growing backlog of life?

Maybe the lunar eclipse is just a giant, cosmic bug. Maybe it’s a feature, not a bug? Who knows? That’s the beauty of Agile, right? We’re all just figuring it out as we go, iterating our way through the darkness, hoping we don’t deploy a critical error to production at 4pm on a Friday.

So, next time you’re stuck in a sprint planning meeting, debating the merits of Canadian steel or wondering if SQL is secretly sentient, remember the lunar eclipse. We’re all just tiny specs in a vast, ever-changing universe. And if it ain’t broke, iterate it anyway. Because, in the grand scheme of things, what’s a few more bugs?