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Brian Oduor
Investing in economic transitions & resilience.
Brian Oduor is an accomplished professional with a diverse educational background. He obtained a Master of Environmental Management in Environmental Markets and a Master of Business Administration (MBA) in Behavioral Economics from Yale University. Prior to this, he earned a Bachelor's degree in Mathematics & Computer Science with highest honors from Connecticut College.
With a rich professional history, Brian has held key positions with various reputable organizations. He currently serves as the Head of Data & Insights at New York Public Radio. Previously, he worked as a Professor of Data Analytics at New York University, Senior Technical Data Analyst at New York Public Radio, Head of Analytics & Data Science at Cap of X, Tech & Media Investment Banker at J.P. Morgan, Hedge Fund Trader at Barclays Investment Bank, and as an Environmental Analytics Consultant at Virgin Islands Energy Office.
Highlights
Executives pursuing digitization can either create drunk-driven or data-driven organizations.
Nike's stock price has declined 30% this year. And Massimo Giunco, a former Sr. Brand Director at Nike, lays out a nearly comedic tale on how Nike's transition from a brand-driven demand creation engine to a data-driven performance Direct-to-Consumer model that relied primarily on sales on Nike.com drove this debacle.
He posits: "Nike invested a material amount of dollars (billions) into something that was less effective but easier to be measured vs something that was more effective but less easy to be measured. In conclusion: an impressive waste of money."
No surprise if one rushes to conclude that being "data driven" failed.
It's, however, a more astonishing read if you pick up the subtlety that this probably sounds familiar to a situation you've seen in your own workplace: majority of "data driven" initiatives cosplaying radical strategy, hiding poor decisions and blowing up budgets.
Doubling down on digital channels at the expense of traditional Nike lanes has nothing to do with data at all. If data was used, digital would be an add-on. And the hard art & science of establishing heuristics around the "magic sauce" of Nike's success would be pursued.
Nike has smart people. And will rise.
But the calamity that Nike found itself is too pervasive. There’s an ethos that drives many (new) executives, who can't bridge the digital & strategic shores, to quickly check the digital/data boxes, get promoted and move on. Meanwhile, they drive organizations into narrow and value-destructive paths.
The good news is that data shows that this is common. And the data also shows how the organizational psychology and design matters in data-first digitization. Which means, there is massive value in swapping the cosplay for actual data-supercharged strategies.
If your views on AI stem from the recent AI doomerism Goldman Sachs report, you probably shouldn't be in AI.
In the movie "A Beautiful Mind", the world is introduced to John Nash. Nash introduces us to the fact that - for example - if you and your friend wish to go to the park together but disagree on what park yet you'd both rather go to whatever park together than go to your preferred park alone, then we reach a Nash Equilibrium.
In business...
Companies accumulate whatever promises of advantage they can. And that means that other companies will do the same. The recent report by Goldman about the lack of ROI from AI totally misses this. Yes, adoption of AI tools and systems is currently experimental, but you don't want to be left on the backfoot.
Other businesses do the same. Fast food restaurants mushroom in the same area. Vendors in the park selling cotton candy to you and your friend are almost always together. Doing the same thing.
AI is largely not GIFs of apes for fortunes. The good lining is that the short-termism of calling AI dead-on-arrival is a dishonest but clever way to circumnavigate the lack of patient understanding of the technology.
What it means is that there is more opportunity beyond the neat lines status quo expects people should color within.
