Grant WellsInnovation, Design and Strategy
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I’m working inside SME’s at the moment and its interesting how directly useful these ideas are, but also incredibly difficult to implement/action. In the concrete world of SME’s theres no room for deep thought or multiple iterations (meetings)to tease out or explore thinking models. Yet the unrealised or latent demand is there. I have found no tool that will, for example link scenario planning with cashflow forecasts to assess the impacts of ‘interventions’ or improvement investments. While we can easily capture the numbers all the contextual info (key assumptions) disappears the moment the white board is cleaned and the spreadsheet saved. In the big org theres time and resources to indulge the imperfect/imprecise processes. The SME is much less forgiving, the idea rapidly impacts – for better or worse…
Noah Raford » A DJ is not a conductor: Different design skills for different levels of complexityThick value comes from innovations that have authenticity (they create genuine value for people)
Behavioural Innovation « Innovation Strategy « Innovation Leadership NetworkA DJ is not a conductor: Different design skills for different levels of complexity
Noah Raford » A DJ is not a conductor: Different design skills for different levels of complexityThe irrelevance of winning percentage is nicely summed up by another legend named George (Soros): it doesn’t matter how often you are right or wrong - it only matters how much you make when you are right, versus how much you lose when you are wrong.
Babe Ruth & Accuracy | TurtleTraderGetting Buy-In For Abstract Ideas - John Sviokla - HarvardBusiness.org.
Getting Buy-In For Abstract Ideas
16 Top Augmented Reality Business Models (via 16 Top Augmented Reality Business Models | PERSONALIZE MEDIA)
Change or Die | Fast CompanyChange or Die - could you change?
All leadership comes down to this: changing people’s behavior. Why is that so damn hard? Science offers some surprising new answers — and ways to do better.
What if you were given that choice? For real. What if it weren’t just the hyperbolic rhetoric that conflates corporate performance with life and death? Not the overblown exhortations of a rabid boss, or a slick motivational speaker, or a self-dramatizing CEO. We’re talking actual life or death now. Your own life or death. What if a well-informed, trusted authority figure said you had to make difficult and enduring changes in the way you think and act? If you didn’t, your time would end soon — a lot sooner than it had to. Could you change when change really mattered? When it mattered most?
Big Visible Charts (via Big Visible Charts | xProgramming.com)
TID Emergeing Technologies Map on Vimeo (via Vimeo)
Places to Intervene in a System
Places to Intervene in a System by Donella H. Meadows - developer.*, Developer Dot Star
