“Non comprate un nuovo video game: fatene uno. Non scaricate l’ultima app: disegnatela. Non usate semplicemente il vostro telefono: programmatelo” – B.Obama

I 50 secondi in cui Obama dimostra che Carrozza su Internet sbaglia.

E voi? Cosa state FACENDO?
PierG

As an entrepreneur making decisions for your company, always go back to your first principles of what’s important to you and why you started in the first place

via WhatsApp Takeaway | Matt Mullenweg.

I do think the incredible performances/performance (say Steve Jobs as an entrepreneur or Twitter/Facebook as companies) are not good examples to follow: the incredible mix of competences, coincidences, nature and luck are difficult to reproduce as they are usually ‘out of standard’. So probably sticking to good practices and adding your own ‘first principles’ is a good way to go.

PierG

The future of lean is exciting. Its tools for eliminating waste and for increasing value as customers define it are being enhanced by huge gains in the volume and quality of the information companies can gather about customer behavior, the value of the marketing insights that can be integrated with operations, and the sophistication of the psychological insights brought to bear on the customer’s needs and desires. These advances bring new meaning to the classic lean maxim “learning to see.”

via Next frontiers for lean | McKinsey & Company.

PierG

Le cose  non fanno schifo per caso: fanno schifo per un motivo preciso, che non sei tu quello che fa muovere il modello di business, anche se a volte sembra così. Simone Brunozzi anni fa ha scritto uno splendido post sul perché gli aeroporti fanno schifo. “cercate da dove arrivano i soldi” scriveva. Ecco. Indizio: non vengono dal vostro biglietto aereo.

via Il modello di business spiega sempre tutto, anche le stazioni AV di Bologna e Mediopadana | [mini]marketing.

Amen!
PierG

There are known knowns:

there are things we know that we know.

There are known unknowns:

that is to say, there are things that we now know we don’t know.

But there are also unknown unknowns:

there are things we do not know we don’t know.

— Rumsfeld D. (2002) Press Briefing

via Don’t listen to successful people • Intense Minimalism.

PierG

1. Lowering the cost of innovation
2. Procuring large scale resources quickly
3. Handling Batch Workloads Efficiently
4. Handling Variable Resource Requirements
5. Running Closer to the Data
6. Simplifying Hadoop Operations

via 6 Reasons Why Hadoop on the Cloud Makes Sense | ThoughtWorks.

PierG

The Art of Decision Making

BetterDecisions

The biggest reason that investments in big data fail to pay off, though, is that most companies don’t do a good job with the information they already have. They don’t know how to manage it, analyze it in ways that enhance their understanding, and then make changes in response to new insights. Companies don’t magically develop those competencies just because they’ve invested in high-end analytics tools. They first need to learn how to use the data already embedded in their core operating systems, much the way people must master arithmetic before they tackle algebra. Until a company learns how to use data and analysis to support its operating decisions, it will not be in a position to benefit from big data.

via You May Not Need Big Data After All – Harvard Business Review.

If you want to know more on this topics, have a look at one of my new projects: www.betterdecisionsforum.com, register and keep in touch.

PierG

p.s. we are on FB, Twitter and LinkedIn too.

When we don’t give our people the space to take calculated risks, learn, apply, and iterate, we are really risking our future.  While there is a risk to improvising and spontaneity, control brings its own insidious dangers. In our push for perfection, we over-engineer. We add so many bells and whistles that it takes a Ph.D. to use the product. Just because we can doesn’t mean we should.  Just because we can practice to perfection doesn’t mean that’s best.

via Control Is for Beginners – Deborah Mills-Scofield – Harvard Business Review.

PierG

Serial innovators tend to use their connections and networks to mobilize resources and build strong alliances, both internally and externally. Popular accounts of entrepreneurship tend to glorify innovators as independent spirits and individualistic geniuses, but innovation is always the product of teams. In line, entrepreneurial people tend to have higher EQ, which enables them to sell their ideas and strategy to others, and communicate the core mission to the team.

via The Five Characteristics of Successful Innovators – Tomas Chamorro-Premuzic – Harvard Business Review.

[...] few assumptions about innovation that underlie [...] contest

  1. The main problem the firm has with innovation is that they don’t have enough ideas.
  2. The reason that people aren’t innovating is that they aren’t being paid enough to do so.
  3. Idea generation is the best place to invest money to improve innovation.

All three of these assumptions are false, and that is why this initiative isn’t going to work.  This is the most common innovation mistake that I see: acting like innovation is all about generating new ideas.

via Why Your Innovation Contest Won’t Work – Tim Kastelle – Harvard Business Review.

PierG

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