The life of a consultant pretty much evolves around three Microsoft applications: Power Point, Word, and Excel. Other than e-mail and the web browser, it is rare that I start any other program on my laptop. The result is that you tend to become reasonably familiar with these programs, and it is not often that I learn anything new about them.
Want to improve your chances of winning a game of chicken? Throw away your steering wheel!
Bill Burnham writes about the changing business landscape for venture capital firms and what that means for their ways of doing business.
Kevin Laws suggests that, as a startup company looking for funding, you should be collecting peacock feathers:
Gartner was to industry analysts what Microsoft is to desktop computing and WalMart to retail shopping: the giant you couldn’t afford to ignore. Especially during the Customer Relationship Management (CRM) boom they we riding high on their reputation as the definitive source of analysis, the gold standard as it were. The boom ended perhaps four years ago, so it is heartening to know that Gartner is still leading the best practice in this area. Leading by example and showing how not to do it.
We are facinated by interfaces and boundaries. The tension and frictions that are present at boundaries can lead to phenomenal creativity and insights. Or to equally destructive actions.
Companies need to innovate relentlessly to even stand still in an increasingly global and competitive economy. No longer is it sufficient to deliver incremental improvements at a leisurely pace. Instead disruptive innovations of the type that fundamentally alters markets and business processes must be sought out and delivered regularly and predictably.
Why did Barnes & Noble lose out to upstart Amazon.com in the battle for our online book purchases? Simply put, the new company out-innovated the established bookseller. By innovating and bringing innovations to market consistently faster than their competitor, Amazon was able to dominate the market.
An important article in the March 2005 issue of the Harvard Business Review suggests that organizations are approaching enterprise social software from three distinct value propositions, though we have so far only seen two of them “in the wild”.