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2012 is just starting and I’m snorting like a bull in a rodeo. MBA, Schmembeeaye.
One of my twitter friends highlighted a position recently posted at Stanford: The SEED Case Writer is responsible for researching and writing new case studies and teaching notes related to entrepreneurship and the entrepreneurial ecosystem in developing . . . → Read More: An Open Letter to the Stanford Selection Committee  Trust depends in part on your hunger to learn. Yarak, a falconry term, teaches us a great deal about trust and how trust influences effective risk management. . . . → Read More: “I trust thee…I trust thee not” At the risk (pun intended) of being pilloried as the Grinch Who Stole Christmas, I’ve been brimming over with comments about some of the articles on business risk that I’ve been reading. Not sure which is a greater hazard, the one writing or those of us reading.
Let’s take this topper . . . → Read More: The Risk is in the Mirror Innovation brings changes into our world, whether that’s process, product or people. Building bridges of trust helps span the gap between early adopters and the mainstream. . . . → Read More: …And Nothing Was Ever the Same Again By engaging new hires in their strength, which is their fresh perspective, we transform the path through the landscape, rather than trying to transform the landscape itself. Ask yourself which is cheaper, faster and easier: buying a four-wheeler and making a new path, or engineering a superhighway. . . . → Read More: Systems Thinking & Sashimi Finally getting around to putting thoughts together on the capacity concept. I’m convinced we need to have a three-tiered structure with increasing levels of detail. The theme I’m going to drive through this collection of articles is that capacity and scalability are peas in a pod or brothers in arms. You have to have capacity to scale and scalability allows you to make use of your investment in building capacity. . . . → Read More: Capacity Building Concepts [Originally published December 18, 2009] If we’re really going to expand our thinking, some of the most basic concepts – and those that seem to be most precious to consultants – need revisiting. . . . → Read More: When efficiency isn’t |
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