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The art and science of the possible

~ A celebration of non-zero sum thinking

The art and science of the possible

Category Archives: business

Lightfoot strategy

22 Friday May 2015

Posted by lnedelescu in business, complexity

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complexity, Emergence, strategy

Light Foot Strategy

There are many models for strategy under uncertainty but few useful metaphors. Just what does strategy under complex, unpredictable conditions look like? Picture yourself attempting to cross a fast moving stream by stepping on small, irregular, slippery and so unstable rocks. Your vision is clear: get to the other side of the stream. You could sit there and contemplate a viable path across the stream, but your plan will be sketchy at best. For one, the water partially obscures many of the stones you’re about to use, making it impossible to make accurate predictions in terms of stability. Off you go. You find out quickly that the best approach is keeping a lightfoot and moving very fast. You never want to lean all your weight on any particular stone. You use each stone with the assumption that it will roll – and so you minimize your time spent on each step. You improvise – you focus on the next viable step, and only see the few stones around it.

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The end of the “check-the-box” era

20 Monday Apr 2015

Posted by lnedelescu in business, human capital, innovation, management, society

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In my 2013 Global Peter Drucker Forum winning essay, Post-Causality: a Quiet Global Revolution in the Making, I made a compelling point that the world is moving away from an “if-then” paradigm. We are indeed moving away from the simple causal credo of the “if you find yourself in this situation, then check this box” type. But it is a slow, protracted transition. According to Nilofer Merchant, between 1950 and 2010 the percentage of the workforce that utilizes independent judgement has been left flat at 33%. But what is independent judgement you might ask? A fair question.

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Leadership: between passion and lunacy

20 Monday Apr 2015

Posted by lnedelescu in business, innovation, management, Organizational Development

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Innovation, Leadership, Psychology, Risk

harlequin

I just came across an interesting article from CNN Money on the story of Microsoft’s Surface product line. Apparently somewhere along the path to the success that the Surface Pro 3 has turned out to be, Microsoft lost lots of money on intermediary product versions. Particularly, they were left with $1 billion worth of Surface 2 inventory. Microsoft never wavered in their support for the guy behind the Surface line, Panos Panay. That my friends, is the essence of leadership. You ain’t a leader until passion has gotten you in a position where you’ve either questioned your own sanity or been suspected of lunacy by others.

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Exceptional corporate growth

17 Tuesday Mar 2015

Posted by lnedelescu in business, innovation, knowledge, learning, management, Organizational Development

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Business model scalability, Chris Argyris, Double Loop Learning, Growth

Double Loop Learning

There’s more than enough literature out there for corporate growth. Academics talk about implementing cultures of innovation. Consultants present case studies on sophisticated financial strategies to drive bottom line revenue. And yet, a fundamental model for growth mechanics remains elusive. In this post I present a model for scalable or better than average corporate growth.

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The Big Bang moment for start-ups

23 Monday Feb 2015

Posted by lnedelescu in business

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Mavericks, Start-ups

Big Bang

Lots of popular literature on start-ups portrays success as a rather linear process involving well-crafted plans animated by hard work. Those two elements are indeed helpful, but are no guarantee for success. In fact, they rarely explain success when it comes to start-ups.

The most important moment in a start-up’s life, the instant of creation, is as elusive as the full understanding of the Big Bang is to cosmology. Like in the case of the Universe, the moment when value bursts and allows the start-up to expand tremendously is but an instant as compared to the entire life of the future company.

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Forget IDEO’s T-shaped thinkers – enter “Meta”

31 Saturday Jan 2015

Posted by lnedelescu in business, consulting, design thinking, human capital, innovation, knowledge, learning, Organizational Development

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Design Thinking, IDEO, Meta, Tim Brown

fuller_artzy

If you follow the latest in business thinking, you would have come across the popular – or should I say “populist” – Design Thinking (DT) movement. You might have even heard of IDEO. They are the company that turned the rather loose notion of business as “art” into a profitable consulting model. You’ve probably heard of so called “T-shaped thinkers”. According to Tim Brown and others at IDEO, T-shaped thinkers are the new Da Vincis. They master both the ability to think broadly and deeply. They are generalists and specialists at the same time.

The beauty of simple models, like IDEO’s T-shaped thinkers is they are simple to convey and remember. Their marketing power is undeniable, and they serve the consulting model superbly. But the drawback is they are often too simplistic to be accurate. In fact, I say the T-shaped thinker model is quite poor in capturing the generalist-specialist dichotomy.

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Big Idea 2015 – we have NOT entered the knowledge economy

13 Tuesday Jan 2015

Posted by lnedelescu in business, human capital, society

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fur-trading

The modern financial system traces its beginnings to the Middle Ages. As commerce passed a certain sophistication threshold that extended transactions beyond “right here and right now”, bartering broke down as an effective means for exchanging value. Since that inflection point, the world embarked on an ever increasing liquidity quest. As ever more sophisticated financial instruments emerged, they in fact substantially increased the mobility of assets.

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Communism is dead. Long live (corporate) Communism!

05 Tuesday Aug 2014

Posted by lnedelescu in business, capitalism, future, human capital, knowledge, management, philosophy, society

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business, Charles Handy, Communism, Corporations, human capital, Knowledge Economy, Peter Drucker, Progress, Society, Talent

Communism

The sensible consensus is that communism became all but extinct with the end of the Cold War. I say it may be so, but the mindset that fueled it continues to live unhindered. Your next thought may be that I am referring to North Korea. But I have something much closer to home in mind: the U.S. corporate sector. Yes, you didn’t misread. I will dare to say that the mindset of the corporate sector in 2014 is eerily reminiscent of communist thinking.

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Business – a form of human expression

30 Monday Jun 2014

Posted by lnedelescu in business, human capital, society

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business, Human Expression, Humanity, Progress, Prosperity, Society, Spirit

Image

The tagline “people are our most valued resource” has been so abused by the corporate world that it no longer means anything to anyone. I suspect that in the near future it will be eventually qualified as an offensive truism, and rightfully so. The sooner it disappears off the face of the planet, the better of humanity at large will be.

The debate on the humanism of business continues to be part of a public discourse infused with various degrees of political innuendo – see the 99% movement, the shareholder value argument, etc.

I propose a simple new take on what business is: a form of human expression.

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When competence is offensive

25 Wednesday Jun 2014

Posted by lnedelescu in business, consulting, Crisis, management, problem solving

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Tags

business, incompetence, management consulting, office politics, power games

Image

I remember vividly a meeting that took place a few years ago. I was a management consultant tasked by the owner of a large corporation with overseeing the creation of a new profit and loss business unit. My nemesis was a Vice President who did not want to see his power and “territorial” claims diminished by the new venture. Typical power games and office politics were very much at play. The owner liked to delegate and had a “survival of the fittest mentality” to mediating conflict.

The three of us had gotten together because the named Vice President was overtly sabotaging my efforts. He was making the case to the owner that, while the idea of the new business unit was great, the consultant was poorly fit for the job.

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  • Intelligence is Intentional
  • Plenty of Room at the Top: the case for a viable man-machine economic future
  • What does an “innovation economy” really mean?
  • Lightfoot strategy
  • Capital: a brief philosophy

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