HeyJaredMy Field Notes - Data & AI
Field notes from where data, organizations and decisions intersect. Thinking on data strategy, governance, platform architecture and AI, always from the side of the organization rather than the technology. Not finished arguments. Tested ones.
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- 10
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- Sep 20, 2026
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- Jul 3, 2026
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Every Stop Is Booked as Delay (opens the original)
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An organisation does the responsible thing. It refuses to report a productivity gain until the cost of checking the work has been counted. Once counted, checking is the largest cost left, and the next programme sets out to make it smaller. Every report improves. The one step that could have stopped a bad output is now performed at a speed at which it cannot, and nobody decided to remove it. They decided to account for it.The credible way to claim value from an AI deployment is to count everythin
The Competence You Are Spending (opens the original)
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A control that exists on paper and not in a person is worse than a known gap, because its presence stops anyone looking for a real one. The organisation is protected only for as long as the people performing the control were trained under arrangements it has already stopped funding, or by another organisation that has not stopped yet.Most AI governance terminates in a human in the loop: a named person reviews, approves, signs. The control is documented, auditable, and in many cases empty, becaus
The Gain Moved. The Ledger Did Not. (opens the original)
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Two people describe the same year and neither of them is lying. One says the team got faster. The other says nothing showed up in the results. Both are accurate. The gap between them is not a communication problem, and better reporting will not close it, because the two statements were measured inside different boundaries and nobody drew either boundary on purpose.A productivity figure attached to an AI deployment is read as a finding about the tool. It is more precisely a finding about where th
The Measurement System Is the Governance Model (opens the original)
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An organisation can write down exactly how it intends to work, and still watch its people do something else entirely. Not out of defiance, but because what they are judged on points somewhere different from what they were told. This essay is about that gap, and why it is so rarely designed on purpose.The governance model is not the document that describes what the organisation intends. It is the measurement system that determines what the organisation rewards. Most organisations design the first
AI Can’t Jump. Can Your Organization? (opens the original)
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Somewhere a leadership team is looking at a number that does not fit. The instinct is not to ask whether the picture still matches the world, but to find the factor that saves it. Most of the time it is right. The rare time it is wrong, the company finds out too late.More data and better logic do not add up to discovery. The nineteenth century proved that with a planet.Newton’s gravity was accurate to an extraordinary margin. One anomaly resisted it: a drift in Mercury’s orbit. Rather than quest
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