Don’t overestimate your role in successful outcomes

Jonathan Bernstein draws on Bill James to offer advice to both the Republican and Democratic parties following last week’s election: I can start not with wisdom from political science, but from the great baseball analyst Bill James, who had useful observations about both winners and losers that I think are worth learning from in the political [...]

The Individual Utility of Incompetence

There are many reasons why organizations (government, businesses, etc) grow dysfunctional and stagnant.  One major reason lies with the promotion and retention of less capable workers.  There have been a number of studies that explored this dynamic (for example, The Peter Principle, which theorizes that people are promoted as long as they are competent, which [...]

When CEO’s Doth Praise and Equivocate Too Much: Language as Signal

The paper came out a few months ago, but NPR’s recent story reminded me of it.  Essentially, a professor and graduate student at Stanford’s Graduate School of Business tried to identify the linguistic signaling used by CEO’s and CFO’s during earnings calls that could be used to reliably predict when their companies were cooking the books (PDF [...]

Leveraging Social Networks in the Workplace

The newest issue of the Gallup Management Journal includes an article that explores some implications of social network theory to the workplace.  One implication the article discusses is the optimal makeup of teams, particularly those tasked with creativity and innovation.  Rather than a collection of well-acquainted colleagues with similar expertise, optimal creativity emerges from a [...]

What gets measured (and valued) gets done

Most everyone has heard Peter Drucker’s famous dictum “What gets measured gets done”, the implication being that unless specific behaviors and outcomes are measured they aren’t likely to be given much attention.  In this month’s HBR, Dan Ariely suggests that this notion of measurement-driving-behavior explains many of the problems with current CEO behavior and suggests [...]

Why expiration dates probably aren’t good for business

Noah asks a provocative question: What if businesses came with expiration dates? Nobody wins forever. It just doesn’t happen. What we see in reality are millions of corpses of businesses and ideas that have made their impact (or not) and then petered out into oblivion without leaving much more than a memory. Some of them [...]

Lessons Learned from Guilty Pleasures

Jen Prout of The Full Belmonty recently posted about the various organizational and management lessons to be learned by watching CBS’s new reality show, “Undercover Boss”.  Each week, the show follows a CEO as they go undercover, posing as a new hire or trainee, working at various locations.  The basic plot is that the CEO’s [...]

David Lee Roth: A master at leveraging signals

This month’s issue of Fast Company includes (as usual) a great column by the Heath brothers. The subject is right up my alley: using signals as diagnostic tools.  As I’ve argued before, separating signal from noise and then using those signals to inform our decisions is key to good decision making regardless of the area [...]

Free-rider Businesses

Over lunch the other day, Noah mentioned this really interesting product that was announced at CES.  It’s called Airnergy and it somehow harvests the energy emitted by nearby WiFi signals and converts it into electricity that can be used to power and recharge various devices. It reminded me of a concept I’ve been toying with [...]

Strategy for (dealing with) Growth

Joel Spolsky, an entrepreneur and columnist for Inc., wrote an interesting piece last month asking whether his strategy of slow, consistent growth was actually a recipe for failure: I have always believed that there is a natural, organic rate at which a business should grow, and that if we expanded too fast, the wheels would [...]

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