The Selective Perception of Human Brains: Why Startups Often Beat The Big Boys
The Selective Perception of Human Brains: Why Startups Often Beat The Big Boys
Add comment June 29, 2007
Posts filed under 'Management'
My 10 Favorite BNET Business Guides
BusinessPundit.com lists his My 10 Favorite BNET Business Guides. BNet looks like it has gone through a major design upgrade since I last saw it. Very nice.
Add comment June 26, 2007
Breakthrough Ideas for 2007
Wow.
That was just after reading the first of the breakthough ideas of 2007 titled “The Accidental Influentials” which
is making me really rethink the whole influentials part of the Tipping Point. It’s too late for me to read the rest. I have to read the rest tomorrow.
Add comment February 26, 2007
The Printable CEO
From the Files of Awesomeness is David Seah’s ‘Printable CEO’ printouts for project and task management.
They are a thing of pure beauty and simplicity.
“The Printable CEO™ (PCEO) was born from a desire to focus my time more productively. For me, that means things that make my freelance practice sustainable and fun. The Printable CEO name comes from the idea that a good CEO should focus primarily on those things that move the company forward; since I can’t afford to hire my own CEO, being able to print one out seemed like the next best thing! 
Here you’ll find a series of printable forms that help manage the day-to-day chore of achieving your goals.”
Add comment August 3, 2006
The 15 Most Important Things to Know About Building Winning Brands
AllAboutBranding.com has a nicely thought out article about the 15 Most Important Things to Know About Building Winning Brands.
Add comment July 25, 2006
“Innovate or Die” Can Be a Lie
EXCERPTS FROM ARTICLE:
“‘innovate or die’ assumption has led companies to make costly mistakes. To begin with, it made many managers think that their companies had to generate inventions themselves. It gave them a ‘jackpot mentality’, a belief that everything would be made right with a handful of ‘homerun’ innovations – innovations that would change the very terms of competition in their industries. Worst of all, it has led a generation of managers to try to build the ability to innovate before taking care of more important things – such as making sure their processes are customer-focused, and that their organizations are listening to the more mundane everyday ideas of their front-line employees.”
“Morita [Sony] realized that his company’s focus on generating radical inventions actually diverted attention, time and resources away from what was truly important for its success – continuously improving and putting topnotch products on the market before the competition and at a reasonable cost.”
“Whatever its industry, in order to come up with inventions that will ultimately be profitable, it needs CyThera-like entrepreneurial dynamics and specialized market knowledge – a unique combination of research and business savvy, which can connect an initial research invention with customers’ needs and success factors and then turn it into a market opportunity.”
“Many companies are not innovative but are enduring and prosperous because they take care of what really is water to them – processes – and really is food – improvement mechanisms.”
“a good SMI (System of Managing Innovation) incorporates three things: (1) simple and rapid processing of ideas, (2) a means to involve middle managers, and (3) appropriate performance measures and recognition.”
Continue Reading Add comment July 13, 2006
