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 [...]

The Firm, Transaction Costs, and Organizing for Innovation

Ana Anjdelic responded to my latest post with some very interesting points.  She commented that some of my suggestions would significantly increase transaction costs, specifically information search costs incurred by firm.  Ana notes that increasing transaction costs in this way contradicts (or runs logically counter to) Coase’s view of the firm.  She writes: It’s true [...]