One of the best ways we have to intuit the way others decide is to understand how we decide. We have a voice in our heads and we assume others do too.
An interesting take on why is Darwin more recognized than Wallace.
Neighborhood is a really critical concept to consider as a founder - here are some further thoughts on it...
Wherever there is a pain there is a need for innovation. So if you are looking to create new products or services look for the pain points. Study your customers and their everyday activities. Where do they have difficulties in using the product or services that you and your competitors provide?
If you want to be really good at something, it's going to involve relentlessly pushing past your comfort zone, along with frustration, struggle, setbacks and failures. That's true as long as you want to continue to improve, or even maintain a high level of excellence. The reward is that being really good at something you've earned through your own hard work can be immensely satisfying.
Aptitudes for success in a creative world:
(1) Mastery of subject (depth).
(2) Breadth of knowledge, experience, and interests.
(3) Communication. An interested person with breadth has good empathy, an aptitude critical for good communication.
(4) Collaboration. Cooperation is not the same thing as collaboration.
The rapidly shifting technology environment raises serious questions for executives about how to help their companies capitalize on the transformation under way. Exploiting these trends typically doesn’t fall to any one executive—and as change accelerates, the odds of missing a beat rise significantly. For senior executives, therefore, merely understanding the ten trends outlined here isn’t enough. They also need to think strategically about how to adapt management and organizational structures to meet these new demands.
The people behind these ads took a system many believe is irreparably damaged and calibrated it for their specific needs.
It's the mindset that matters: worming inside a system and moving pieces around to make it do what you want it to. This mindset, which isn't a hallmark of entrenched media, is why the future will be determined by upstarts who don't realize -- and perhaps don't care -- that they're reinventing an industry.
In traditional management, the goal is the efficient production of goods and services. The customer is a kind of after-thought and so customer service is perceived as a cost.
Fortunately, firms managing in a radically different way and focusing everyone in the firm on delighting the customers by delivering more value sooner are able to operate at lower cost and higher customer satisfaction. The conflict between customer service and reducing cost vanishes.
There are no easy steps to follow to make your offerings different. You have to write your own map. One of the ways to do this is to read, and to read widely. Read across disciplines.
As an organization grows, more checks and processes are implemented to prevent failures and mistakes, while keeping the organization managed and controlled. At the same time, these checks and processes reduce the chances for new ideas and innovations to emerge, which is the core of the “innovation challenge” for many companies. Organizations can try to overcome these challenges by setting “ecosystems” within the organization that are able to partly break free from the existing processes and structures
.. there’s a difference between being a well-connected do-er who basically maintains the status quo and being a well-connected do-er who pioneers and supports meaningful ideas that improve the quality of life for large numbers of people within a community or across the globe. And if the world is essentially run by well-connected do-ers with all of sorts of good and not-so-good ideas, real leadership must also mean seeking out and inviting new ideas from many different places. In order to keep things fresh, creative leaders must expand their own circle of power and influence to include new people, voices, and perspectives.
This week we are launching one of the most significant research reports we have published to date: High Impact Learning Culture®: 40 Practices for and Empowered Enterprise. The core of this report is one major finding: among all the HR and training processes we study, the single biggest driver of business impact is the strength of an organization's learning culture.
“Social learning” is undoubtedly becoming a hot topic in the L&D world. We can see that social media tools are increasingly being used to engage learners both in the classroom and online courses, but what is also becoming very clear is that it is not ONLY in the area of formal learning where they are having an impact. Social media tools are ALSO being used in the workplace by individuals and teams to address their own learning and performance needs.
The term “social learning” therefore has a much wider meaning than simply “social training” - where the focus is on the creation, delivery and management of formal learning. “Social workflow learning” (as we might call it) is about workers sharing information and knowledge with others in networks and communities as well as adopting a new collaborative approach to working - in order to DO their jobs effectively.
Historically, Human Resources (HR) has not played a very strategic role in innovation. This needs to change. HR needs to support the culture change to enable innovation; and the upcoming generation isn’t going to settle for an ‘administrative-only’ role.