Alfred Sogja

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On April 14, 2021, Alfred Sogja commented on People Analytics Enters Esports :

I really enjoyed reading this Tuychi, and you certainly grabbed my attention with the pun. What I realized as I was reading your blog is that I have a bias with how AI is used in sports – in this case e-sports – to how AI is used in businesses or other institutions. Does it really matter how AI is used in sports or e-sports? I haven’t come up with a conclusion yet, but as it stands I’m more curious to learn if there are any biases in how individual and team performance is measured compared to how it’s done in business.

On April 14, 2021, Alfred Sogja commented on Possible perils in people analytics that you need to be aware of :

I agree with Tuychi on both points. When companies talk about “good data governance” as a way to create accountability, I also believe it’s important to be fully transparent. Customers should absolutely know how their data is being used and how it is being protected. On a personal note, I’m paranoid when giving away free information to those apps that now require linking your Google account or Facebook account to register. It drives me nuts – partially because I head over to their privacy agreement and read.the.entire.thing before agreeing.

On April 14, 2021, Alfred Sogja commented on Nestlé: People Analytics and Gender Equity :

I really enjoyed reading this, Kanako – it’s important, insightful, and timely. There’s two things that came to mind.

First, I tend to notice typical responses on this topic in the context of the United States as “this is a thing of the past and it doesn’t happen anymore.” Sure, we’re making progress in addressing this issue but we’re not even close. For instance, there are women dominant companies in certain industries that do not get paid as much as men in the same industry. Case in point: Megan Rapinoe and the U.S. Women’s National team. To make this short, in my opinion, this is a systemic issue that needs collective action from every executive.

Which leads to my second point, in that aligning culture with strategy, it can play a large role in addressing this issue. Traditionally, businesses have forgotten the importance of culture and put strategy first (naturally, right?). Well, that’s just not the case. Look at Starbucks for example – their focus has always been on atmosphere and culture, and not about their coffee. If you start with culture, you will be surprised how well it aligns with strategy. And that’s the line of thinking that needs to be trickled down to the bottom. It must start from the top – they have the authority to make changes.