Sramana Mitra is a successful businesswoman who has developed specific and focused ideas on how entrepreneurs can improve their chances, how this can help the economy, and how the economy itself might better be structured to encourage this worthwhile outcome. She promotes this thinking through her consulting, and then spins her carefully organized observations into a series of wonderful books on the theme. We have looked at two of these . . .
How do they do that, these Marines? Generation after generation? In particular, how do such young Americans, so many still in their teens, shoulder such crushingly mighty burdens with such martial aplomb and dignified competence? That’s a pretty good question. . .
Excellent stories have been stacking up, with no logical place or time to link to them. So, we’re going to do a roundup today as a venue for offering these truly worthwhile resources. . .
Peter Drucker used to say that the thing to look out for isn’t the trend, but a change in the trend. But he also emphasized that true innovation doesn’t aim to change the future, but to better address the present. Of course, he also argued that as soon as a product or service became profitable, it was time to develop a new one to keep the company viable in the future. Modern-day observers, on the other hand . . .
That’s what you do with ideas, to see whether people start to salute them. Today’s roundup is about how – and how well – this is done, today. . .
Many of us from the baby boomer generation wryly comment about how hard it can be to juggle life’s competing demands on us. But the truth is, we are typically more concerned about juggling work’s competing demands – life is just a spectator at the show. Or, rather, life is the show, and we keep missing the curtain. The interesting thing is that, while we genuinely rue our inability to have it all, we criticize the younger generations – often quite harshly – which try to take a more balanced approach to life and work.
This, of course, is a much-hyped topic these days. Like leadership, there is a tendency to associate it with individuals, and to encourage firms to hire people who test well for creativity, or to manipulate them in such a way that creativity results. But also like leadership, innovation in organizations is not principally an individual characteristic – it is an organizational one. . .
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