Oh well, this is so right on point … Stephen Baker in BusinessWeek on the miseries of jargon (add this to the big list where nih-syndrome, group think, and a bunch of other organizational pathologies reside). Notice also that innovation is hindered by jargon: Why so? Breakthroughs occur at the borders between discliplines and cultures. […]
Interessant, aber nicht überraschend – oder? Erst der schnelle Entschluss macht den Manager zum Chef. Denkt der Manager – und irrt. Zudem fällt es offenbar einem Fünftel der Firmenchefs schwer, dem “Entscheider”-Klischee zu entsprechen. Entscheidungsfallen, begrenzte Rationalität, die Unfähigkeit in komplexen Situationen den Durchblick oder den Überblick zu behalten sind nicht erst seit Dörner u.a. […]
I noticed a brilliant essay on managerial speak and the complexities of management practice, namely matters of language, some extracts: [in Management] language has become untethered from normal meaning. Sometimes it floats free of reality altogether. and is supported by a comprehensive literature in which imaginary concepts and attributes are earnestly described and referenced, as […]
Just a little sunday evening pointer (to myself as well) … Paul Graham on the implications of open source and what businesses can learn from this approch … hitting some common organizational pathologies by the way. But the biggest thing business has to learn from open source is not about Linux or Firefox, but about […]
An old text, still worthwhile … noting the dangers of commoditization and the role of bold innovation … holding that [consumer/retail] manufacturers are too much concentrating on plain “vanilla” products, well, innovative products are losing vs. incremental enhancements. one little gem: “I think it comes down to people being chicken,” […] “In a way everyone […]
Marc Cuban on the insanities and follies of the music industry, that seems to ignore logic and reason. He is making some nice points there, e.g. Insanity is […] focusing most of your business on selling music to the exact demographic that has the most time to spend on finding free music and most energy […]
Nicholas Carr’s thoughts on the Oracle/Peoplesoft Merger are interesting, questioning the popular notion that mergers of software firms are horribly difficult, if not inherently doomed. Mainstream thinking holds that because the value of software makers lies in the creativity of their “human assets,” […] you couldn’t apply tough management discipline in quickly consolidating two organizations […]
