Archive for the 'Strategic Execution' Category

Two-Thirds Through: Taschlich

Wednesday, September 8th, 2010

Keep the goals, keep the tension, and keep at it

Change is Risk; Inventors are Individuals

Saturday, April 24th, 2010

Where does innovative venturing come from?

Global complexity, electronic immediacy, and systemic risk.

Tuesday, December 15th, 2009

The complexity and the scale of interactions in an electronically enabled global economy, is a djinii beyond putting back into the box.

The Savvy Entrepreneur’s BackPocket MBA, Part 1

Friday, November 20th, 2009

Models and ideas for the entrepreneur, learned at the cost of quite a bit of matriculation and some teeth

Project Management Tools: The Subtle Flaws

Friday, October 30th, 2009

The alarming momentum of Microsoft’s Project blinding us to its profoundly incorrect premises.

Social Media, and Your Scared New World

Wednesday, September 23rd, 2009

Avaya maven Christian von Reventlow gave us a heads-up on Eric Qualman’s new book on “socialnomics”, whose stats should create a knot in your stomach

Strategic Context: Perfect Answers, Wrong Questions

Wednesday, September 16th, 2009

Relevance of stepping back for context and perspective in negotiations and everyday work situations.

Frames and Mirrors

Friday, June 5th, 2009

In 1987 few of us saw the proliferation of programmed trading vibrating into a collapse. Should we have seen in 2007 how cantilevered derivatives were quickly straining beyond load limits and quickly into a global complexity?

Economic Meltdowns, System Accidents, Johari and You

Friday, April 3rd, 2009

“The more parts there are, the more things to go wrong,” my Dad muttered, as he slid out from underneath his ’57 Chevy.  It was the same exact metallic salmon color as the one he had before that, down to the plastic-covered bench seats. Actually, every Sunday afternoon, I think he’d just find something on [...]

Four Tough Questions On Your Leadership, Process, and Tools

Tuesday, March 31st, 2009

Just saying you have an open door doesn’t make it so. How do you get your people to tell you what you may not even know to ask?

The analyst’s acuity. A humorist’s irony. Hearing the silence between the notes. Seeing both object and space, in minimalist and in Japanese art. Holding to the values beyond conflicting goals; reaching for the larger frame beyond the crisis. Spotting the patterns, navigating the chaos. How to think, how to manage.

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