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The Age of Feedback - Umair Haque
20th century thinking was linear and built to seek equilibrium: feedback was considered noise in the signal. Today, we're discovering that feedback often is the signal. The more connected we are, the more feedback matters - because when we're all connected what I do is more likely to feed back onto you.
The Great Disruption - Scott Anthony - HBR
For many companies, the Great Disruption requires nothing short of transformation. It requires fending off attacks from below and making the creation of new growth systematic.
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Smart management and prudent cost controls might have been enough to survive the Great Depression, but they are wholly insufficient for surviving the Great Disruption.
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For many companies, the Great Disruption requires nothing short of transformation. It requires fending off attacks from below and making the creation of new growth systematic.
A User's Guide to 21st Century Economics - Umair Haque
those with the purpose, courage, and vision to get seriously radical will have the opportunity to reconceive and reinvent the global economy.
Obama's Seven Lessons for Radical Innovators - Umair Haque
Obama's team built something truly world-changing: a new kind of political organization for the 21st century. It differs from yesterday's political organizations as much as Google and Threadless differ from yesterday's corporations: all are a tiny handful of truly new, 21st century institutions in the world today.
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Obama's organization was less tall or flat than spherical - a tightly controlled core, surrounded by self-organizing cells of volunteers, donors, contributors, and other participants at the fuzzy edges. The result? Obama's organization was able to reverse tremendous asymmetries in finance, marketing, and distribution - while McCain's organization was left trapped by a stifling command-and-control paradigm.
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That's resilience: reflexively bouncing back to an existential threat by growing, augmenting, or strengthening resources.
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Fostering Trust Between Managers and Employees - John Baldoni
don't let one or two connivers cause you to downplay the intentions and contributions of the people who really do work hard
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when you take the time to listen - managers to employees, and employees to managers - you learn what's really going on. Often you learn about problems before they occur; you may also learn ways to do things more simply and cost effectively.
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Watch for the warning signs - absenteeism, tardiness, and missed deadlines. But also watch for the positives - staying late, helping colleagues, and volunteering ideas and projects. Too often we focus on the negative (that's our culture) to the detriment of looking for the good things people are doing.
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Why Traditional Recession Tactics Are Doomed To Fail This Time - Umair Haque
The tactics of recession-as-usual are neither necessary nor sufficient for firms to weather the global economic superstorm - because it's no ordinary squall, but a once-in-a-lifetime gale ripping up the very foundations of the global economic order. Rather, the macro crisis requires decision makers to confront fundamental transformation on three levels.
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The tactics of recession-as-usual are neither necessary nor sufficient for firms to weather the global economic superstorm - because it's no ordinary squall, but a once-in-a-lifetime gale ripping up the very foundations of the global economic order. Rather, the macro crisis requires decision makers to confront fundamental transformation on three levels.
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Overconsumption in developed countries must slow sharply, and capital must be redirected to long-run investment, especially in public goods. Conversely, emerging markets must shift from financing consumption in developed countries, and begin investing in the basic institutions of a vital microeconomic environment and power long-run growth.
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Not a Great Depression, a Great Rebalancing - Umair Haque
To rebalance the value equation of debt and equity, our challenge is to build a financial system where equity can also add value to corporations, instead of being simply a burdensome tax managers reluctantly pay to access capital. To do that, we have to reduce and reverse the costs that make equity relatively unattractive in the first place.
The Competitive Imperative of Learning
Today’s central managerial challenge is to inspire and enable knowledge workers to solve, day in and day out, problems that cannot be anticipated.
How to Build a Next-Gen Business Now - Umair Haque
The macro crisis tells us in no uncertain terms: without meaning, businesses devolve to the lowest common denominator: empty exercises in trivial gamesmanship - not next-generation institutions built to fuel another century of economic growth.
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The point is this: the central challenge 21st century boardrooms must face is not reinventing strategies, or business models, but reinventing businesses as institutions.
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The centuries-old institutions of orthodox capitalism cannot support the transition to a hyperconnected global economy. They are increasingly unable to allocate capital efficiently, much less grow it productively. And so what we are seeing nothing less than the wholesale deconstruction of the global financial and economic system.
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How Can $220,000 Trump $200 Million? - Scott Anthony
Before making a decision about an innovation, make sure you know what type of idea you are evaluating. Then make sure you use the right metrics for that idea.
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Far too many companies make decisions about which projects to fund based on a single set of metrics, with an overwhelming focus--particularly in today's challenging economic climate--on near-term sales. The context, or the type of innovation, matters a great deal.
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Before making a decision about an innovation, make sure you know what type of idea you are evaluating. Then make sure you use the right metrics for that idea.
How to Chrome Your Industry - Umair Haque
One where the value that's created is authentic, durable, and meaningful to humans; one where your "unfair advantage" isn't simply just the flipside of my disadvantage; one where that illusion no longer narcotizes an entire economy.
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One where the value that's created is authentic, durable, and meaningful to humans; one where your "unfair advantage" isn't simply just the flipside of my disadvantage; one where that illusion no longer narcotizes an entire economy.
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using those shared resources to create new markets, instead of contest old, tapped-out ones, and build flexible, powerful edge competencies, instead of rigid, stifling core competencies. Those are next-gen economics - and it is those new economics that can only be tapped by a better kind of business.
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Corporate Budgeting Is Broken--Let's Fix It
Traditional budgeting processes waste time, distort decisions, and turn honest managers into schemers. It doesn’t have to be that way—if you’re willing to sever the ties between budgets and compensation.
Harvard Business Review Online | Growing Talent as if Your Business Depended on It
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If line managers are held responsible for executing the talent development initiatives, the board should assume high-level ownership of the overall system.
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Most executives find it a compelling proposition that, with help from the mentoring program, they can actively improve their employees’ skills, increase people’s commitment to work, boost information sharing, and create better-trained employees who are willing to accept greater responsibility.
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Meeting the Challenge of Corporate Entrepreneurship
- When established companies try to spawn new businesses, cultural conflict usually dooms the effort. They can succeed by finding the right balance in setting strategy, operating the business, and designing the organization. - emmfan on 2006-10-24
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“there’s only a fine line between entrepreneurship and insubordination.”
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Because of maturing technologies and aging product portfolios, a new imperative is clear: Companies must create, develop, and sustain innovative new businesses.
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The Cost of Knowledge
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This surprising finding suggests, first, that IT investments in search technologies appear to be working and that additional investments of the same kind are likely to yield only marginal benefits. Second, and more important, it suggests that managers should focus on understanding why some employees are more adept than others at gathering knowledge and customizing it for their own use.
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