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Matt McAlister's Library tagged management →  View Popular

04 Aug 06

Make Sure You're Not Building A Carboat (by Jeremy Zawodny)

  • We were discussing a recent example of a product group that was trying to do what amounts to merging two things that really ought to be distinct. The end result, as you might imagine, is a product that does neither thing well. - mattmcalister on 2006-08-04

100 Best Companies to Work For: Yahoo

  • The dot-com spirit lives at the Internet portal, which makes its debut on our list. Onsite amenities include massage, haircuts, dentistry, car wash, oil change, foosball, bocce, free lattes, and stock options for all. - mattmcalister on 2006-08-04

BuzzMachine » Blog Archive » New News: Deconstructing the newspaper

  • What do we kill to save money, or what do we kill so we can shift resources to more important things? Whichever, you can’t stay the same and certainly can’t develop new features until you cut the fat and flesh. - mattmcalister on 2006-08-04

How to manage smart people - scottberkun.com

  • it’s about making actions and decisions that both clarify how people’s talents apply to the team goals, and working to keep the team happy, motivated, and focused in that application. - mattmcalister on 2006-08-04

Presentation Zen: Lessons from the Cluetrain: Imperatives for presenters

  • Whether it's a blog, an e-news letter, or a presentation, what audiences and customers yearn for from organizations is authenticity and transparency, simplicity, and a real human, emotion-without-the-BS approach to communicating. - mattmcalister on 2006-08-04

Google: Ten Golden Rules - Issues 2006 - MSNBC.com

  • Getting the most out of knowledge workers will be the key to business success for the next quarter century. Here's how we do it at Google - mattmcalister on 2006-08-04

Valleywag: Jason DeFillippo follows Niall out Technorati's door

  • He's just one of several senior Technorati members who are reportedly leaving the once-hot startup. - mattmcalister on 2006-08-04

Tactical is the new strategic -- Chad Dickerson’s blog

  • I would bet that the fact that it cost a hundred dollars to FedEx a 30-pound bag of dog food was dismissed as a “tactical” concern by Pets.com board members back in the dot-com craziness as they pursued the larger “strategy” of selling pet food on - mattmcalister on 2006-08-04

Elatable | Bradley Horowitz » The Love Machine

  • I asked Philip what ground-breaking unconventional management techniques he applied at Linden Lab (makers of SecondLife) - mattmcalister on 2006-08-04

Matt's Idea Blog: How to read a lot of books in a short time

  • How can one read efficiently, capture relevant ideas in a usable way, and keep the process sustainable and enjoyable? - mattmcalister on 2006-08-04

MIT SMR Article, "Enterprise 2.0: The Dawn of Emergent Collaboration" - Spring 2006 Andrew P. McAfee. Reprint 47306

  • Drawing on case studies and survey data, the article offers managers a set of ground rules for implementing the new technologies. - mattmcalister on 2006-08-04

Open Loops: Seven Reasons Managers Should Play Chess

  • I watched hundreds of players play hundreds of games and surprised myself at the management lessons that chess and chess tournaments can teach. - mattmcalister on 2006-08-04

Social Synergy: Study: Groups outperform the best individuals at problem solving

  • since groups of three, four, and five were able to achieve the same results, the authors submit that groups of at least three are necessary and sufficient to perform better than the best of an equivalent number of individuals on complex problems that requ - mattmcalister on 2006-08-04

AOL: A Punching Bag in Need of a Big Hit - New York Times

  • AOL's inability to attract its share of the best talent in its industry, and hence to demonstrate that it has the technological chops to compete with its fiercest rivals. - mattmcalister on 2006-08-04

Ari Paparo Dot Com: Getting it Right

  • Some simple innovations like using tags instead of folders, making public the default, building better discovery features, etc made the difference between being an also-ran and a hot acquisition target. - mattmcalister on 2006-08-04

gladwell dot com - the talent myth

  • The talent myth assumes that people make organizations smart. More often than not, it's the other way around. - mattmcalister on 2006-08-04

Edge Perspectives with John Hagel: The Next Revolution in Interactions

  • Toyota Production System hinges upon tightly integrating transformational, transactional and tacit activities in a sustained effort to drive rapid incremental improvements in performance. - mattmcalister on 2006-08-04
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