Founder and President
Gottlieb Group Communications
Steven Gottlieb is the Founder and President of Gottlieb Group Communications. The firm’s focus is to create opinion and insight driven content. The emphasis on reputation development, enhancement and protection via thought leadership communications and content plays an instrumental role in building and maintaining organizational and personal credibility. Reputation and credibility are inextricably linked and together impact trust and confidence in relationships, institutions, companies and products.
Over the course of his career, he has worked with a broad and diverse set of organizations from Fortune 100 companies to founders of emerging technologies companies; scientists working in the fields of materials science, energy storage, and vaccines; financiers of innovation and real estate; top administrators of health care systems and university presidents; artists and athletes; elected officials and government institutions; and global aid and health professionals.
Earlier in his career, Gottlieb held various positions at the Anti-Defamation League, in Denver and San Diego, where he oversaw regional civil rights initiatives and managed public opinion on a variety of First Amendment issues.
Gottlieb graduated with Highest Honors from the University of California, Santa Cruz, receiving a Bachelor of Arts in Modern Society and Social Thought. His paper about the American Press during the Holocaust resides at the United States Holocaust Museum and Archives in Washington DC.
Gottlieb is a two-time NCAA All-American and 1989 NCAA tennis champion. He also provides pro bono counsel to the International Tennis Hall of Fame in Newport, Rhode Island.
Writing about data will not be a commonplace occurrence.
I did have the following reaction though after finishing “The Innovation Illusion: How So Little Is Created By So Many Working So Hard” by Fredrik Erixon and Bjorn Weigel:
Is all the talk about and focus on data, the availability of data and how data can power sharper decision-making actually killing innovation?
Isn’t the emphasis on data and metrics an effort to identify certainty?
Authors Erixon and Weigel say this:
“Corporate managers shy away from uncertainty but turn companies into bureaucratic entities free from entrepreneurial habits. They strive to make capitalism predictable.”
Isn’t the ability to work within an environment of great ‘uncertainty’ and ‘unpredictably’ the lifeblood of great innovators and entrepreneurs?
Some would draw a distinction between a ‘corporate’ and ‘entrepreneurial’ environment. I do not. In a competitive and connected world, the innovator and entrepreneurial spirit is what will keep big organizations and small ahead of the hungry challengers.
Maybe we should reevaluate the extent that we allow data to dictate, determine and drive decision making.
It’s a sad commentary and interesting irony that during this period of Big Data – assessing vast amounts of information to make more informed decisions– we are experiencing unwillingness from a larger-than-we-want percentage of Americans that simply don’t want to assess, analyze or believe the data. Or the facts. Present Administration included.
The most common label or bumper sticker that describes the times: It’s fake news. Depending on who you speak to it might be the post truth, post facts or post information world we now reside in.
Much of the fake news discussion thus far has focused on the intersection of politics and the media business. Crowd size too.
The potential impacts fake news had on the Presidential election is disturbing with troubling ramifications we might see unfold over time.
A related issue here though is the connection, I think, of our current times, between the fake news or post information environment– or whatever you want to call it – and the current reality of greater access to data and information than ever before because of a variety of technological and scientific breakthroughs.
Yes – the adage still holds true: You cannot believe everything you read. This is a solid foundation to be a critical thinker. Some would argue you cannot believe everything you see either – especially when it comes to the assessment of crowd size.
But at a time when there is more information than ever to identify patterns, trends and what is real– the work of big data, or just data – a greater number of people are choosing to not believe the facts or to not use the available tools to dig deeper in search of the truth.
There is also the misdirection of the worst kind: the cynical ploy to label what is real and true to be fake or false. Current Trump press secretary is now the poster child for this effort.
This has an impact far greater than just Presidential politics and the future of the media business.
And it’s not a new phenomenon.
There are Holocaust deniers.
There are some who did not believe that Barack Obama was born in the United States.
There is a damaging long tail as well.
When we look to experts for their insight and counsel, will they be believed?
Will scientific discovery stall?
Will new innovative breakthroughs never commercialize?
Will students – at every level – create a curriculum and learning crisis because facts we hold to be true are considered fake or false by younger generations?
And what will happen to Jeopardy? Will the most successful and longest running TV show in history - based upon knowledge of exact and long-held facts - be the only place where people search for and accept the truth?
If we don’t work hard to counter at every turn what we think is “fake” or what is true and real but called into question, Jeopardy will be the last place where Information is Power.
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