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Upper Mismanagement | The New Republic
interesting article. of course, I am more after disrupting even the industrial production model if needs be. for now, I'll settle to disrupt the upper mismanagement. :P
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After World War II, large corporations went on acquisition binges and turned themselves into massive conglomerates. In their landmark Harvard Business Review article from 1980, “Managing Our Way to Economic Decline,” Robert Hayes and William Abernathy pointed out that the conglomerate structure forced managers to think of their firms as a collection of financial assets, where the goal was to allocate capital efficiently, rather than as makers of specific products, where the goal was to maximize quality and long-term* market share.
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The new managerial class tended to neglect process innovation because it was hard to justify in a quarterly earnings report, where metrics like “return on investment” reigned supreme. “In an era of management by the numbers, many American managers … are reluctant to invest heavily in the development of new manufacturing processes,” Hayes and Abernathy wrote. “Many of them have effectively forsworn long-term technological superiority as a competitive weapon.”
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How to optimize knowledge sharing in a factory network - McKinsey Quarterly - Operations - Performance
interesting article about how even factories & manufacturing, seemingly the last bastions of the industrial era, need to understand knowledge, sharing and networks in order to survive. good news to me!
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Indeed, the strength of a multinational manufacturing company lies precisely in its ability to exploit a network of knowledge to spread process innovations and best practices and, ultimately, to create innovative products and services. Companies that make footprint decisions without considering the way individual factories fit into a broader knowledge network therefore risk sacrificing long-term innovation for short-term gains.
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The very different hosting network factories (16 percent of the total in 1995–96) have strong network relationships, communicate and exchange innovations with other plants actively, and receive frequent visits by colleagues from other units and headquarters (in many cases, the hosting network factory was the plant closest to it). A lot of these facilities were centers of excellence where engineers and other employees came for training.
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Why Google won't create the next Twitter or Facebook or Posterous - scobleizer's posterous
scoble's got a point about most companies wanting avalanches but forgetting snowflakes.
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innovations usually come about when it doesn't seem like anyone is interested. Let's go back to 2006 when Twitter was first released. I remember showing it to other people. They thought it was the lamest thing they'd ever seen.
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The thing is to create an avalanche you've gotta make it snow one snowflake at a time. Big companies don't get that part of the equation. Why? Creating snowflakes is SMALL and isn't interesting to multi-billion-dollar companies.
McKinsey: What Matters: Using technology to turbocharge innovation in a downturn
weak understanding of what innovation is. the 2nd comment on the article sums it up well
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The history of recession is also the story of technology advances that overturned the existing competitive order. Digital computers were born during the Great Depression, the Ethernet during the 1970s oil crisis, the IBM personal computer in the early 1980s recession, and the World Wide Web, which emerged from the recession of the early 1990s. And it was during the last recession, in the early 2000s, that innovative companies began staking out new leadership positions via the Internet.
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Add Sticky NoteHowever, a significant and growing number use this technology to connect professionally with other individuals, share knowledge, and collaborate on work projects. At the same time, new digital platforms are multiplying throughout this digital firmament, establishing new locales for this online collaboration. Think of them as “digital workplaces”—or even “factories”—where individuals and organizations can gather to co-create content, products, and services.
- they just cannot stop thinking processes and systems. sigh - on 2009-08-10
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YouTube - Folding Plug for Mac Book Air
amazingly good design. also love the fact that now people who create something like this, do a video and have the world come to them. change the powerplay between inventors and those who help them scale. great stuff.
Umair Haque at BRITE '09 conference on Vimeo
interesting but suspect - anyone uses business and marketing/branding campaigns as examples of real innovation is missing a beat or two. Sorry.
Logic+Emotion: Marketing In A Post-Consumer Era
if we applied post-consumer era thinking to the internet, the web would have never happened and social web would be but a fantasy. excess can often also mean diversity, abundance and ubiquity, which allows experimentation (low cost barrier) and innovation
Creative destruction: Interview with Richard Foster - The McKinsey Quarterly - Creative destruction Interview Richard Foster - Strategy - Growth
at last someone who is not beating up capitalism.
Six ways to make Web 2.0 work - The McKinsey Quarterly - Six ways Web 2.0 work - Business Technology - Application Management
this is suprisingly good article on Web 2.0 in the enterprise, given that I have given up on McKinsey ever getting this, what with their obsession with processes and ROI models.
DIY DNA: One Father's Attempt to Hack His Daughter's Genetic Code
phenonmenal. literally. interesting points about innovation, science and going against the accepted opinion
Paul Buchheit: Communicating with code
i kinda likes this. it's part of the reason I have been holding back writing too much about Mine! as I am waiting for the code/apps to speak for itself. eventually. :)
Air Travel Won't Suck in 2093 | Autopia from Wired.com
sounds wonderful. but for now could we just have flights on time and without being treated like cattle? Thnx!
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