I’ve put a slide overview of the book up on slideshare. Or you can look at the embedded version below.
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Unlearning is potentially more important than learning[1] as it allows us to sweep away concepts and preferences that are now longer relevant, clearing the way for us to learn something new which doesn’t sit well with what we previously knew. But why is unlearning so hard? It’s because we’re trained from birth to favour ideas and experiences that align with our expectations, and abhor those that clash with them. The real challenge is to manage our expectations, as we’re all expectation machines.
References
1. Unlearning is the most important thing @ PEG↑
Tags: Critical thinking, Education, Educational psychology, Epistemology, Java, Knowledge, Learning, Linda Beamer, Mind, Philosophy of education, Thought
It doesn't really matter which which way up you put the organisational pyramid the statically defined, stable organisation is looking quaint and increasingly irrelevant.
Tags: Frederick W. Taylor, Henry Ford, Human resource management, Instability, Learning, Management, Paul Bennett, Physics, Science, Skill, Special Air Service, Stability theory, Systems theory
For some strange reason every time someone mentions ‘governance’ all sense is thrown out the window, the process wonks rub their hands with glee, and you soon find yourself waist deep in treacle like processes that slow everything down to the point that it’s impossible to get anything done.
Governance isn’t a process, and adding more processes won’t necessarily improve your governance.
Governance is a question of decision rights:
- who gets to make the decision
- what information should be considered when making the decision
- who can influence the decision
- who needs to be informed of the decision
‘Process’ is just a tool we use to manage the decision making journey.
Tags: Accountability, Governance, Structure
There's three questions you need to ask yourself before you invest a large chunk of cash in some enterprise application:
- Can I use something, rather than configuring something, rather than customising something?
- How will the solution support the (social) community who will use it?
- Is there a reason why I can't buy the solution ‘on-demand’ via SaaS?
Tags: Business, Business agility, Center for the Edge, Chatter, Christchurch, Cloud applications, cloud computing, cloud solutions, Cloud technology, CRM, del, Deloitte, Holden International, John Boyd, Marketing, Miller Heiman, Salesforce.com, Snowmobiles, Software as a service, Software industry, software platforms, Synthesis, Yammer
I had the chance in the last couple of months to review the (very old) chapter Technological Considerations of AML/CTF Programs chapter the I wrote with a couple of colleagues for LexisNexis's Anti-Money Laundering and Financial Crime publication. The world has changed quite a bit since then so it was more like a recreation than a simple revision.
LexisNexis have kindly made an extract available, which you can find below via a Scribd embed. If you're interested then head over to LexisNexis (or I suppose we can catch up for a coffee or something).
Tags: business finance, crime, Economics, financial crime, financial regulation, LexisNexis, money laundering, organized crime, payment systems, payments, remitances, Scribd, tax evasion
David returns triumphant with the head of Goliath (Palazzo Ferrari, Genoa)
Is success in business due to luck or hard work? It used to be that if you worked hard and invested astutely in your business that you could expect to be rewarded. Build it and they will come. Times have changed though, and more and more often it seems that all that hard work goes to waste when an unknown (and previously unseen) competitor emerges from nowhere to steal the market from under your nose. Success has become random with the business environment perpetually unstable and in constant flux. The market is hit-driven rather than being based on careful investment. Success now depends on coming up with the right product at the right time, and having a fairly large dose of luck. Business development used to mean investing in your business and building up the assets under its control. Now it means maximising your business’s luck (or minimising the luck of others).
Tags: Apple, Betabrands, Computing to connections, Data to decisions, Deloitte, Kogan, Megabus, Resources to reactions, The new instability, The Shift Index
| From | To |
|---|---|
| Linear | Non-linear |
| Static, cause-effect view of individual factors | Dynamic, constantly changing field of interactions |
| Microscopic, local | Wide angle, global |
| Separateness | Relatedness |
| Marketplace | Environment |
| Reductionist | Non-reductionist |
| Component thinking | Seeing and thinking in wholes |
| Time cards, task analysis | Complex Adaptive Systems |
| Problem solving | Butterfly Effect, system feedback |
| Brainstorming | Self-organization, adaptation |
| Polarisation | Environmental scanning plus mapping |
| Structure creates process | Underlying processes and interactions of a system’s variables create self-organizing patterns, shapes and structures |
| Pays attention to policies and procedures that are usually fixed and inflexible | Pays attention to initial conditions, perking information, emerging events, and strange attractors |
| Standing committees | Ad hoc working groups, networks |
| Politics | Learning |
| Planning as discrete event | Planning as continuous process |
| Planning by elite specialist group | Planning requires whole system input |
| Implementation of plan | Implementation flexible and constantly evolving in response to emerging conditions |
| Forecasting through data analysis | Foresight through synthesis |
| Quantitative | Qualitative |
| Controlling, stabilizing or managing change | Responding to and influencing change as it emerges |
| Dinosaur behaviour | Entrepreneurial behaviour |
| Change as threat | Change as opportunity |
| Leads to stagnation and extinction | Leads to renewal and growth |
New book out now
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