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https://pinboard.in/u:jerryking/public/
recent bookmarks from jerrykingBenno Schmidt Jr., a Reforming Leader at Yale and CUNY, Dies at 812023-07-11T16:02:52+00:00
https://www.nytimes.com/2023/07/10/nyregion/benno-schmidt-jr-dead.html
jerryking>Yale<< and the City University of New York has died. ....He was 81.......Schmidt was president of Yale for six years, during which he fought with the faculty over painful but necessary >>budget cuts<<, changes that left many people bitter but the university better off in its finances and academic direction.
He spent much longer >>turning around<< the beleaguered City University of New York, >>CUNY<< a sprawling system of two- and four-year colleges and graduate programs that once competed for the city’s brightest minds........“CUNY was in a very sad state — it had no energy, no ideas,”[i.e = it was adrift"] .........“We got hardly any students from >>Bronx Science<< or >>Stuyvesant<<” — two of the city’s most selective public high schools — “or any of the city’s top schools.”..........In 1999, Mr. Schmidt and his colleagues presented a plan to **gut-renovate** [i.e = "root-and-branch"] the system, and over the next 17 years, first as vice-chairman and then as chairman of its board, he executed that vision.
Mr. Schmidt hired faculty by the hundreds. He created an honors college and several graduate schools. He boosted SAT scores of admitted students and brought up the bar-exam pass rate at CUNY’s law school from about 25 percent to nearly 80 percent.[i.e. = "topgrading"/student "quality upgrades"] .......... Schmidt left Yale in 1992 to become chief executive of Edison Schools, a new company with a plan to build a nationwide network of 1,000 for-profit private elementary schools.
Edison never achieved its goal. But under Mr. Schmidt and the company’s founder, the entrepreneur >>Chris Whittle<<, Edison helped change the landscape of primary and secondary education by opening the door to charter schools and to other for-profit ventures.
In 1986, Yale named him, at age 44, as its 20th president. He inherited a troubled institution, with a ballooning deficit, crumbling buildings and a frosty relationship with the surrounding city of New Haven.
Mr. Schmidt arranged for Yale to invest $50 million in neighbourhoods around campus, primarily in affordable housing. He started a $500 million revamp of Yale’s physical plant. And he went on a whirlwind fund-raising campaign, nearly doubling Yale’s endowment during his six-year tenure, to $3 billion from $1.7 billion.........He forced through major changes at Yale’s business school and, later, in its philosophy department, taking over decisions about hiring and tenure that were traditionally left to faculty.......the criticism of Schmidt was that he had begun major changes without doing the hard work of consensus building.[i.e. = "bridge-building"/"buy-in"/"shared_consciousness"]......he didn’t take the time to get his troops to understand what he was doing,”......Schmidt helped push the Yale from being a college with strong professional schools into a university with outstanding professional schools and a college at its center.”
He never lost his commitment to change in education........“I’d rather take the risk of being wrong,” he told a group of Yale faculty and administrators in early 1992, “than go down in history as the president who did nothing in the face of the real conviction that there was a problem.”
]]>adrift backlash bridge-builders budget_cuts buy-in CEOs change change_agents charter_schools Chris_Whittle CUNY deanships education endowments lawyers leaders obituaries pedigree quality_upgrades reform root-and-branch scholars shared_consciousness talent the_best_and_brightest topgrading turnarounds Yale Colleges_&_Universities Bronx_Science specialized_programs Stuyvesant_Highhttps://pinboard.in/https://pinboard.in/u:jerryking/b:2f31db20c95a/Has Elon Musk read Tennessee Williams?2021-04-19T21:05:45+00:00
https://www.ft.com/content/74b2bd30-faf7-4c99-a781-65abc86df99e
jerrykingambitions arduous artists CEOs change_agents disruption Elon_Musk entrepreneur failure high-achieving hubris innovators literature mistakes overambitious playwrights soul-enriching SpaceX Tesla Tennesse_Williams vacuousness workaholic discomforts playing_it_safe boldness gung-ho hard-charging daring bravadohttps://pinboard.in/https://pinboard.in/u:jerryking/b:f903386c6043/Joe Rogan Explains the Biggest Mistake People Make - YouTube2020-08-23T02:24:24+00:00
https://www.youtube.com/watch?v=Y8wiwqaFNGY
jerrykingcomplacency consistency discomforts exercise fitness mistakes self-discipline self-improvement YouTube Joe_Rogan podcasts behavioral_activation change_agentshttps://pinboard.in/https://pinboard.in/u:jerryking/b:37fcdf37e0c2/Opinion | Martin Scorsese: I Said Marvel Movies Aren’t Cinema. Let Me Explain.2019-12-20T04:22:33+00:00
https://www.nytimes.com/2019/11/04/opinion/martin-scorsese-marvel.html
jerrykingart artists blockbusters cinema creativity cri_de_coeur films filmmakers hits Hollywood independent_viewpoints Martin_Scorsese Marvel movies originality original_content risk-taking sequels soulless studios super-hero comic_books entertainment_industry unexpected multidimensional risk-free change_agents impresarios individual_initiative torchbearers enterprise_responsibility characterization human_factorhttps://pinboard.in/https://pinboard.in/u:jerryking/b:ad0f8658f378/Remaking Scotiabank: Brian Porter is making big changes, but will investors buy in?2019-05-26T21:43:30+00:00
https://www.theglobeandmail.com/business/article-brian-porter-is-making-big-changes-at-scotiabank-but-will-investors/#comments
jerryking>strips costs out<< of its legacy infrastructure through automation, cloud computing and advances in artificial intelligence. But to incubate the necessary sense of urgency, Scotiabank set up "digital factories” in five countries – Canada, Mexico, Peru, Chile and Colombia. The labs undertake rapid-fire projects aimed at solving bank-wide pain points for customers, sometimes rewriting computer code that can be deployed in the span of a few days.
]]>Andrew_Willis banking banks Brian_Porter CEOs change change_agents cultural_change ScotiaBank wealth_management squeezing_out_costshttps://pinboard.in/https://pinboard.in/u:jerryking/b:8d6082e60d8d/Opinion | Netflix Is Shrinking the World - The New York Times2019-02-22T16:48:46+00:00
https://www.nytimes.com/2019/02/22/opinion/sunday/netflix-oscars.html?action=click&module=Opinion&pgtype=Homepage
jerrykingcontent_creators cross-cultural entertainment Farhad_Manjoo globalization Hollywood international_expansion internationalization international_diversity Netflix original_programming streaming cosmopolitan user_bases change_agents heterogeneity open_borders films internationally_minded movies multilingual television cultural_appreciation cultural_enrichment cultural_products moral_compromiseshttps://pinboard.in/https://pinboard.in/u:jerryking/b:9c9abba40abc/Opinion | The Man Who Changed the World, Twice - The New York Times2018-05-08T13:59:41+00:00
https://www.nytimes.com/2018/05/07/opinion/stewart-brand-hippie-silicon.html
jerryking>Stewart Brand<<, who changed the world, at least twice. I want to focus less on the impact of his work, which is all around us, and more on how he did it, because he’s a model of how you do social change.....In 1965, Brand created a multimedia presentation called “America Needs Indians,” which he performed at the LSD-laced, proto-hippie gatherings he helped organize in California.
Brand then had two >>epiphanies<<. First, there were no public photos of the entire earth. Second, if people like him were going to return to the land and lead natural lives, they would need tools......launched the the “Whole Earth Catalog.”....the Catalog....was also a bible for what would come to be known as the >>counterculture<<, full of reading lists and rich with the ideas of Buckminster Fuller and others........When a culture changes, it’s often because a >>small group<< of people on society’s margins find a better way to live, parts of which the mainstream adopts. Brand found a magic circle in the >>Bay Area<< counterculture. He celebrated it, publicized it, gave it a coherence it otherwise lacked and encouraged millions to join.....The communes fizzled. But on the other side of the Bay Area, Brand sensed another cultural wave building-- computers!! Brand and others imagined computers launching a consciousness revolution — personal tools to build neural communities that would blow the minds of mainstream America. [See >>Fred Turner<< says in “From Counterculture to Cyberculture,” ].......Brand played cultural craftsman once again, as a celebrity journalist. In 1972 he wrote a piece for Rolling Stone announcing the emergence of a new outlaw hacker culture..... Brand is a talented community architect. In the 1970s, he was meshing Menlo Park computer geeks with cool hippie types. The tech people were entranced by “Whole Earth,” including Steve Jobs....In 1985, Brand and Larry Brilliant helped create the Well, an early online platform (like Usenet) where techies could meet and share. .......Brand’s gift, Frank Foer writes in “World Without Mind,” is “to channel the spiritual longings of his generation and then to explain how they could be fulfilled through technology.” Innovations don’t just proceed by science alone; as Foer continues, “the culture prods them into existence.”[ie. = "cultural power"]....... Brooks argues that the computer has failed as a source of true community. Social media seems to immiserate people as much as it bonds them. And so there’s a need for future Brands, young cultural craftsmen who identify those who are building the future, synthesizing their work into a common ethos and bringing them together in a way that satisfies the eternal desire for community and wholeness.
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Third, the age seems to reward procedural architects (e.g. Facebook, Twitter, Wikipedia, etc. , people who can design an architecture/platform that allows other people to express ideas or to collaborate. Fourth, people who can organize a decentralized network around a clear question, without letting it dissipate or clump, will have enormous value. Fifth, essentialists will probably be rewarded--the ability to grasp the essence of one thing, and then the essence of some very different thing, and smash them together to create some entirely new thing. Sixth, the computer is the computer. The role of the human is not to be dispassionate, depersonalized or neutral. It is precisely the emotive traits that are rewarded: the voracious lust for understanding, the enthusiasm for work, the ability to grasp the gist, the empathetic sensitivity to what will attract attention and linger in the mind. Unable to compete when it comes to calculation, the best workers will come with heart in hand.]]>David_Brooks Stewart_Brand community_builders counterculture community_organizing Silicon_Valley '70s trailblazers social_change role_models via:marshallk hackers social_media Steve_Jobs books product_launches change_agents small_groups Bay_Area Buckminster_Fuller cultural_power epiphanies Fred_Turner hippieshttps://pinboard.in/u:jerryking/b:c55ccc7690cd/Dump the PowerPoints and do data properly — or lose money2018-04-25T18:18:46+00:00
https://www.ft.com/content/fcb89bda-37fd-11e8-b161-65936015ebc3
jerryking>data literacy<< to the board — will inevitably stand a better chance of achieving long-term change.....The truth is that data in the boardroom enjoys a patchy reputation, typified by dull, overlong PowerPoint presentations.[i.e. = "death by PowerPoint"] A cynic might suggest that even the most recent addition to boardroom structures — the >>chief data officer<< — is used by many boards simply as a device to prevent other members needing to worry about the numbers.
Here are 3 techniques that can be used to encourage progressive change in the boardroom.
(1) Use KPIs that are meaningful and appropriate for answering the central questions about the business and the market it operates in. Try to eliminate “inertia metrics” — i.e. “we report this because we always do”.
(2) Rework boardroom materials so that they encourage board members to read data, preferably in advance of meetings, rather than glance at it during one. This might mean transforming the dreaded PowerPoint deck into something a little more journalistic, a move that will help engage “System 2” thinking.
(3) Above all, be aware of >>unconscious bias<< in the boardroom and focus on debunking it. Most of us are poor intuitive statisticians with biases that lurk deep in our “System 1” view of the world. There is insight, value and >>memorability<< in the surprise that comes with highlighting our own ignorance [i.e. acknowledging that we might be a "blank slate" in a given domain] — so use data to shine a light on surprising trends, not to simply reinforce that which is already known.
]]>boards_&_directors_&_governance change data data_driven absenteeism Communicating_&_Connecting PowerPoint change_agents KPIs Daniel_Kahneman insights surprises gut_feelings storytelling psychologists infographics visualization data_journalism find_questions_that_make_the_world_interesting first-order instinctual_responses thinking_in_layers second-level_thinking inertia_metrics chief_data_office data_literacy memorableness death_by_PowerPoint blank_slate unconscious_biaseshttps://pinboard.in/https://pinboard.in/u:jerryking/b:823df6d0c188/Why I’m Moving Home2017-03-17T15:05:52+00:00
https://www.nytimes.com/2017/03/16/opinion/why-im-moving-home.html?src=me&_r=0
jerrykingsorting segregation neighbourhoods polarization geographic_mobility brain_drain super_ZIPs cultural_detachment Rust_Belt midwest Red_states whites political_partisanship political_polarization J.D._Vance industrial_Midwest Appalachia cities engaged_citizenry talent Charles_Murray civics social_mobility self-perpetuation values opportunity_gaps college-educated geographic_sorting compartmentalization working-class change_agents individual_initiative talent_flight regional_inequality public-spiritedness highly-skilledhttps://pinboard.in/https://pinboard.in/u:jerryking/b:ae37569ce27d/Where History Is Being Made - The New York Times2017-02-09T05:51:37+00:00
https://www.nytimes.com/2017/02/07/opinion/where-history-is-being-made.html?src=me
jerryking>Martin Luther<< in 1517 or what >>Deng Xiaoping<< would unleash in 1977 [i.e. = "both are examples of initiative by individual change agents"/Great Man Theory of History"] .....Most people can’t up and move in search of history. They’re tied down by work, family and spiritual commitments. But you only go around once in life, so if you can swing it, you might as well be where the action is.[i.e. = "playing in traffic"]]]>David_Brooks James_Fallows Washington_D.C. Donald_Trump local history engaged_citizenry participation pivots seminal_moments playing_in_traffic change_agents Deng_Xiaoping Great_Man_Theory_of_History individual_initiative possibility_space Martin_Lutherhttps://pinboard.in/https://pinboard.in/u:jerryking/b:e1124a9bb128/CEOs Sometimes Use Small Changes as Wedge for Broad Transformation - WSJ2016-08-02T01:44:10+00:00
http://www.wsj.com/articles/ceos-sometimes-use-small-changes-as-wedge-for-broad-transformation-1467729794
jerrykingchange change_agents Joann_S._Lublin Best_Buy CEOs Heidrick_&_Struggles marginal_improvements small_moves transformational organizational_changehttps://pinboard.in/https://pinboard.in/u:jerryking/b:dbf4b1cb4c22/New police chief is a strong leader, but changing the force won’t be easy - The Globe and Mail2015-04-23T22:41:18+00:00
http://www.theglobeandmail.com/news/toronto/torontos-new-top-cop-to-be-an-agent-of-change/article24039237/
jerrykingappointments Marcus_Gee Toronto_Police_Service CEOs African_Canadians leaders Alok_Mukherjee change_agents Mark_Saundershttps://pinboard.in/https://pinboard.in/u:jerryking/b:b1f2de27a3c7/MaRS Discovery District founder Dr. John Evans dies at 85 - The Globe and Mail2015-02-16T00:00:31+00:00
http://www.theglobeandmail.com/report-on-business/mars-discovery-district-founder-dr-john-evans-dies-at-85/article23002737/
jerrykingpioneers obituaries MaRS uToronto entrepreneur boards_&_directors_&_governance institution-building change_agents Rhodes CEOshttps://pinboard.in/https://pinboard.in/u:jerryking/b:2aa67940c4e8/Ten Torontonians who got things done in 2014 - The Globe and Mail2014-12-28T23:18:19+00:00
http://www.theglobeandmail.com/news/toronto/ten-torontonians-who-got-things-done-in-2014/article22204500/
jerrykingToronto change_agentshttps://pinboard.in/https://pinboard.in/u:jerryking/b:70742fbd3b90/Nokia a lesson for backers of Canada’s nanny state - The Globe and Mail2014-10-17T20:23:34+00:00
http://www.theglobeandmail.com/report-on-business/rob-commentary/rob-insight/nokia-a-lesson-for-backers-of-canadas-nanny-state/article21131394/#dashboard/follows/
jerrykingNokia Finland mobile_phones disruption Netflix Uber CRTC complacency accelerated_lifecycles protectionism nanny_state customer_focus change_agents Finnish demand-driven lessons_learned automotive_industry downfall change warning_signs signals customer-driven infallibility overconfidence hubris staying_hungry concentration_riskhttps://pinboard.in/https://pinboard.in/u:jerryking/b:feece67433cd/Relax2014-08-04T14:10:48+00:00
https://docs.google.com/document/d/1LRrJEENx8cshq4OzcrwO4g8-B7srA_TdbxWTUiYoxNI/edit
jerrykingmotivations inspiration strengths affirmations personal_growth self-improvement immediacy simplicity focus movingonup gift_ideas listening continuous_learning humility praise relationships overdeliver gratitude sincerity authenticity self-awareness constructive_criticism values self-starters healthy_lifestyles gossip self-analysis self-assessment self-satisfaction complacency personal_energy span_of_control disconnecting rainmaking individual_initiative beyond_one's_control next_play walking_away over-commitment change_agents disagreeableness forgiveness critical_detachment self-appraisal self-challenge show_don't_tell active_listeninghttps://pinboard.in/https://pinboard.in/u:jerryking/b:01a95063f545/Quick-Change Artists May Find Fast Route to Executive Positions2012-12-14T07:42:16+00:00
http://www.apnewsarchive.com/1995/Quick-Change-Artists-May-Find-Fast-Route-to-Executive-Positions/id-57af99fd8aa8163d9faa84feda1a345d
jerrykingexecutive_management movingonup change Hal_Lancaster Managing_Your_Career organizational_change organizational_culture organizational_design change_agents managing_change executive_searchhttps://pinboard.in/https://pinboard.in/u:jerryking/b:c58d2b593cb5/Hit the Ground Running--Or Else the perils of a new job2012-12-12T18:00:26+00:00
http://money.cnn.com/magazines/fortune/fortune_archive/2000/03/06/275228/index.htm
jerrykingfirst90days Michael_Watkins failure pilot_programs alliances hiring anthropologists anthropology unknowns organizational_culture change change_agents artifacts cultural_anthropology questions outsidershttps://pinboard.in/https://pinboard.in/u:jerryking/b:e109ea7c43ac/Seth's Blog: Changing the game2012-09-04T19:36:29+00:00
http://sethgodin.typepad.com/seths_blog/2007/11/changing-the-ga.html
jerrykingentrepreneurship risk-taking barriers_to_entry Seth_Godin change_agents thinking_big scaling constraints vegetarian game_changers think_differently rule-changinghttps://pinboard.in/https://pinboard.in/u:jerryking/b:84a3805f489b/Operational Expertise Makes the Difference2012-08-28T21:56:18+00:00
https://docs.google.com/document/d/1k9o6sB1YwSYQocrsKL5NXHMkiNTi5tuACQaujuSv7-o/edit
jerrykingturnarounds execution CEOs private_equity change_agents expertise operations outsiders decline out-of-the-box fresh_eyes industry_expertisehttps://pinboard.in/https://pinboard.in/u:jerryking/b:bcded341f815/Rules For Being Human2012-08-23T13:07:48+00:00
https://docs.google.com/document/d/1jXW-6tlXi2lc1MobwVqCx6HQ2HAmTN6g0UqxLeevG18/edit
jerryking>subconscious<< gets your attention. First it whispers: Then yells. When you clear away inner obstructions, your outside world changes.
(5) You will know you've learned a lesson when your actions change [i.e. = "behavioral change"]. >>Wisdom<< is practice, practice, practice. And remember: A little something is better than a lot of nothing.
(6) Others are only mirrors of you. You cannot love or hate something about another unless it reflects something you love or in yourself.
(7) Your life is up to you.[i.e. = "It's up to me"/"responsibility"] Spirit provides the canvas; you do the painting. There are three kinds of people. Those who make things happen [i.e. = "change agents"]; those who watch what happens; and those who wonder what happened. Take charge of your life - or someone else will.
(8) You always get what you want. Your >>subconscious<< rightfully determines what energies, experiences and people you attract- Therefore, the only foolproof way to know what you want is to see what you have.
(9) There is no right or wrong, but there are consequences. Corollary law: No one gets away with anything: Everything has a value - and a price: you pay now or you pay later.
]]>inspiration rules_of_the_game affirmations behavioral_change change_agents It's_up_to_me life_lessons Mel_Robbins responsibility subconscious wisdomhttps://pinboard.in/https://pinboard.in/u:jerryking/b:153ced41562f/Champions of Change: Identifying, Understadning, and Supporting Champions of Technological Innovations2012-07-29T22:38:03+00:00
https://docs.google.com/file/d/0B8QqaQt_ecJlaHJBOVN5Smpfclk/edit
jerrykingchampions change change_management innovation frameworks change_agentshttps://pinboard.in/https://pinboard.in/u:jerryking/b:a34682b82210/Champions of Change: Identifying, Understanding, and Supporting Champions of Technological Innovations - ProQuest2012-07-26T15:14:09+00:00
http://search.proquest.com/docview/210581720/citation/138295465C73A6B708D/1?accountid=44262
jerrykingIvey change change_management champions ProQuest leadership personality_types/traits change_agents personal_risk self-confidence mission-driven eelshttps://pinboard.in/https://pinboard.in/u:jerryking/b:f577d74a3359/Change and Change Management2012-07-23T15:30:03+00:00
https://docs.google.com/document/d/1krNFVEgKSFm42oFdg9OIoe_FvjsPIDF3wDv3DG8beIo/edit
jerrykingchange change_management change_agents action_plans think_threeshttps://pinboard.in/https://pinboard.in/u:jerryking/b:e4784704f841/Newt Gingrich wants you to make him run for president2012-05-17T13:26:25+00:00
http://cnnmoney.printthis.clickability.com/pt/cpt?expire=-1&title=Newt+Gingrich+wants+you+to+make+him+run+for+president+-+February+5%2C+2007&urlID=20906657&action=cpt&partnerID=2200&fb=Y&url=http%3A%2F%2Fmoney.cnn.com%2Fmagazines%2Ffortune%2Ffortune_archive%2F2007%2F02%2F05%2F8399121%2Findex.htm
jerryking>revitalized<< or created a bright spot in a flat or >>declining<< industry?
At the Tempe conference, Gingrich politely listens to such proposals as applying Toyota-style production-control techniques to the health system - and then slices through them with an alternative mantra of competition, deregulation, modernized information systems, and personal responsibility. ...In other words, in Gingrich's world consumer >>health care<< should look more like Travelocity...Instead, the **Center for Health Transformation** offers policy ideas to companies that want to get health-care costs off their backs but oppose government-imposed, universal->>health-insurance<< plans as costly and burdensome. The center's roster of 75 clients is impressive, including insurers Blue Cross & Blue Shield and GE Healthcare, providers like the American Hospital Association, and employers like GM (Charts) and Ford (Charts). Clients pay fees ranging from $10,000 to $200,000 a year....Gingrich's own epiphany about a presidential run dates back three years, when he picked up Harold Holzer's "Lincoln at Cooper Union." The book tells the story of how Lincoln's lengthy 1860 speech in New York City - an >>intellectually rigorous<< rebuttal of slavery's legal grounding - wowed the Eastern establishment and transformed a gawky, badly dressed Western politician into a leading presidential candidate. Gingrich saw himself in this story of the >>underestimated<< >>outsider<< making good, despite the seeming >>hubris<< of comparing himself to Lincoln, and it now underpins his unorthodox quest for the presidency...Gingrich also says things like "If you want to shape history, it's useful to actually know history" without a hint of >>self-consciousness<<...Of the other >>Republican<< contenders for President he says, "We're not in the same business. They are running for the White House. I am trying to change the country."..."My **planning horizons** are 17 years. I want to give you a sense of scale," he explains, as if helping me focus on his long view of things. "I also do what I think the country needs. I don't operate under >>personal ambition<<." ...."There are 3,300 counties, 17,000 elected >>school boards<<, 60,000 cities and towns, 14,000 >>state legislators<<, 50 >>governors<<, and 535 elected federal legislators," he says.]]>profile historians healthcare lean books Six_Sigma innovation best_practices change_agents long-term unorthodox decline competition deregulation information_systems personal_responsibility outsiders Abraham_Lincoln personal_ambition underestimation intellectually_rigorous hubris revitalization school_boards self-consciousness state_governors state_legislators time_horizons Campaign_2008 GOP health_insurance think_tanks taking_the_long_viewhttps://pinboard.in/https://pinboard.in/u:jerryking/b:dfcff40913c0/Seth's Blog: On making a ruckus in your industry2012-05-15T14:27:57+00:00
http://sethgodin.typepad.com/seths_blog/2012/04/on-making-a-ruckus-in-your-industry.html
jerrykingSeth_Godin blogs disruption pricing information_flows free ethics niches change_agents disorganization ideas new_businesses idea_generation Tabla game_changers Play_Bigger disconnecting redefining_the_markethttps://pinboard.in/https://pinboard.in/u:jerryking/b:01e777f05d00/Who gets the money: 'aggressive, hungry and paranoid' - The Globe and Mail2012-03-03T00:02:41+00:00
http://www.theglobeandmail.com/report-on-business/small-business/sb-money/business-funding/who-gets-the-money-aggressive-hungry-and-paranoid/article2355400/
jerrykingiNovia venture_capital vc entrepreneur change_agents disruption mindsets paranoia ambitions Mark_Evans frugality pitches thinking_big champions competitiveness self-confidence overambitious staying_hungry torchbearers venture_backable aggressiveness bravadohttps://pinboard.in/https://pinboard.in/u:jerryking/b:270e1c93529a/Category Creation: Building Businesses That Turn Entire Industries On Their Heads | Fast Company2012-01-20T06:40:25+00:00
http://www.fastcompany.com/1809455/category-creation-building-businesses-that-turn-entire-industries-on-their-heads
jerryking>new category<< of product or service that didn’t exist before, or disrupting a category in a way that completely changes the game moving forward.
Play the Name Game - you have an adjacent category that is well established, the differentiators for your category must be clear. The **importance of positioning** cannot be overemphasized. How you communicate what sets your business apart must be an integral part of your market strategy, and >>naming your category<<--especially in the enterprise space--is a key part of that strategy.
Turn On the Customer Channel - Turn your best customers into spokespeople for the product by making them delighted >>evangelists<< for your vision--whether it’s a service, a product, or a transformation within a sector.
Play Well With Others - how do you carve out a >>niche<<--inspire, delight and build a loyal following [i.e. = "fans"] --without inciting the predatory characteristics of adjacent players?
One approach is to create a go-to-market ecosystem that involves key technology partnerships. In most cases, your product will be **part of the solution, but not all of the solution**. [i.e. = not a "complete solution"] Determine what it will take to build it out, and recruit other vendors who can participate. Form alliances so you can >>interoperate<< with those vendors and those products. Create partnerships to leverage sales channels, like OEMs or value-added resellers.
Be Your Brother’s Keeper (Sometimes)- toss around a competitor’s name in conversation. Sometimes it is more important to: (a) promote and evangelize your category than your company; and (b) give a nod to the competition. Why? Because the sandbox is more interesting if more than one person is playing in it. ]]>competitive_landscape disruption ecosystems innovation change_agents evangelists Flybits new_categories new_businesses delighting_customers game_changers adjacencies market_position Play_Bigger go-to-market OEM interoperability complete_solutions fans naming nicheshttps://pinboard.in/https://pinboard.in/u:jerryking/b:4d8e5e4f6a0b/Building Wealth - 99.062011-11-06T05:00:36+00:00
http://www.theatlantic.com/past/docs/issues/99jun/9906thurow.htm
jerrykingLester_Thurow entrepreneurship rules_of_the_game deflation career_paths Managing_Your_Career cannibalization disequilibriums anomalies JCK unknowns high-growth change_agents individual_initiative technological_change digital_economy messiness constraints knowledge_economy public_education capitalism personal_enrichment ROI institutional_integrity public_investments discontinuities dislocations new_rules wealth_creation personal_savings_rate savings ideas-basedhttps://pinboard.in/https://pinboard.in/u:jerryking/b:69f828e9ac18/China, Twitter and 20-Year-Olds vs. the Pyramids2011-02-06T13:47:00+00:00
http://www.nytimes.com/2011/02/06/opinion/06friedman.html?hp=&pagewanted=all
jerrykingSingapore China Middle_East Arab-Muslim_world Tom_Friedman competitiveness_of_nations Arab_Spring sclerotic Egypt young_people millennials Facebook protests social_media Twitter uprisings change_agents autocracies lowered_expectations social_unrest unresthttps://pinboard.in/u:jerryking/b:9bfacc61d90a/Understanding change in a business2010-10-22T12:44:57+00:00
http://www.theglobeandmail.com/report-on-business/managing/talking-management/understanding-change-in-a-business/article1763866/
jerrykingJohn_Kotter organizational_change change_management urgency Communicating_&_Connecting roadmaps change_agents risk-taking obstacles obstructionism entrenchment quick_wins non-traditional shared_consciousness momentum operational_tempo project_management action_plans eels emotional_commitment buy-in resistance backlash passive_resistancehttps://pinboard.in/u:jerryking/b:a6af332c32b0/The ‘Unwritten Rules’ for getting promoted2010-10-04T02:03:23+00:00
https://www.theglobeandmail.com/report-on-business/careers/career-advice/the-unwritten-rules-for-getting-promoted/article4326204/
jerryking>top performers<< doing what they're doing in their immediate jobs, which helps make the managers look good. "So my message is that you shouldn't count on your manager to promote you, or wait for opportunities to be offered, you have to take charge of your own career development."
>>Get out of your comfort zone<<
Many executives focus on getting promoted "up the **silo**," looking for new titles or functions in the same division, but that's narrow thinking, Mr. Beeson says. "You should be looking to take on new jobs in other parts of the organization. New functions that demand you change your managerial style will pay big dividends."
Get feedback that counts
The best feedback is seldom what's discussed in your performance reviews, which are often too structured and formal. "Over a period of time, schedule more-informal meetings with your boss and others in senior positions to get a variety of candid viewpoints and help you clarify your goals," ..... "If there are concerns that are holding you back, you need to ask about them. Do people see you as more tactical than strategic? Do chronic relationship issues with peers present a stumbling block? Are you seen as resistant to change?"
"Be non-defensive and listen carefully. At the end of a session, you can ask, 'What one or two things - above all others - would be most helpful to me in getting ahead with my career?' " ..... "The feedback not only tells you what you need to strengthen, but will help clarify your goals, identify opportunities and give you a higher profile in the organization." In all of this, be sure you keep your boss in the loop on all your discussions to avoid having him think you're going over his head, he cautions.
Be a driver of change.
"One of the problems of staying in a job for a long time is the tendency to get stale and rely on old approaches. When executives look for someone new to bring onto their teams, they don't want 'maintainers,' they want people who can re-invent how things are done and make quantum leaps in performance. So you should regularly evaluate practices in your area and propose innovative approaches. Success at doing that can generate positive buzz in the organization and make you attractive for jobs in other areas," Mr. Beeson says.
You should also be involved in setting strategy and direction for the organization. "But while these are classic components of leadership, the trick is that in middle management you are not asked to create strategy." You may have to engineer a move into a role in which you are able to demonstrate your ability to turn strategic gears, rather than just achieving current results, he says.
Delegate more each year
Micromanagers seldom reach the top ..... because they are so focused on daily issues that they never see the big picture. So being willing to delegate more work to others is not enough; you also have to learn to trust others with responsibility. "For you to continually focus on the most critical issues and position yourself as C-suite material, the over all capability of team members must increase each year. What this really means is that each team member needs to get better at operating independently," he says.
Build a strong team around you
Obviously you can't delegate effectively if you have weak links on your team. "Too many managers get trapped into focusing on the day-to-day and playing the hand of employees they were dealt, rather than trolling the organization for talent they can use to make their teams stronger," Mr. Beeson says. If you are working to build up the skills of your existing team, looking for more go-to people, and building bridges to other parts of the organization, management will pay attention, he says.
Seek out the spotlight
Most organizations create task forces and cross-functional project teams to deal with key issues: Always look for opportunities to join those teams. "This will also help you broaden your perspective on the business and the entire organization,".....But more importantly, it will increase your exposure to other key people who can advance your credibility with the company.
And, finally, always aim high. "In every opportunity you have to present your ideas to senior management [i.e. = "briefing"], you have the opportunity to create buzz."
]]>Wallace_Immen Managing_Your_Career movingonup ufsc tacit_knowledge change change_agents delegation feedback It's_up_to_me self-promotion teams unstuck silo_mentality briefing pushing_beyond_one's_comfort_zone top_performers unwrittenhttps://pinboard.in/u:jerryking/b:e15d4c71e3ae/Who Creates the Wealth in Society? - NYTimes.com2010-09-22T03:54:37+00:00
http://economix.blogs.nytimes.com/2010/05/21/who-creates-the-wealth-in-society/?hp
jerrykingvalue_creation wealth_creation government delayed_gratification rule_of_law infrastructure legal_system property_rights institutional_integrity long-term instant_gratification capital_formation capital_accumulation indepedent_judiciary criminal_justice_system long-term_greedy change_agents individual_initiative state-as-facilitatorhttps://pinboard.in/u:jerryking/b:c1c898008027/Just Manic Enough - Seeking Perfect Entrepreneurs2010-09-19T18:59:00+00:00
http://www.nytimes.com/2010/09/19/business/19entre.html?hpw=&pagewanted=all
jerrykingentrepreneur games venture_capital parenting books TPL Alexander_Hamilton Andrew_Carnegie book_reviews Founding_Fathers manias overachievers risk-taking mental_health gung-ho crazy_ideas hard-charging high-energy hormetic_approaches bipolar_disorder change_agents individual_initiative rainmaking iconoclasts hypomanics bravadohttps://pinboard.in/u:jerryking/b:d9d022dde435/Provide true value or advisers are 'toast'2010-08-14T17:17:33+00:00
https://secure.globeadvisor.com/servlet/ArticleNews/story/gam/20100412/RRICHARDS12ART1816
jerrykingfinancial_advisors Dan_Richards indispensable competitive_landscape adaptability Charles_Darwin evolution value_creation theory_of_evolution financial_services disequilibriums change_agents constant_change value_propositions Communicating_&_Connecting accelerated_lifecycles generating_strategic_options discontinuities dislocations punctuated_equilibriumhttps://pinboard.in/u:jerryking/b:bf35e4ba0ce1/How to be a packager2009-07-18T12:42:24+00:00
http://sethgodin.typepad.com/seths_blog/2009/06/how-to-be-a-book-packager.html
jerryking>one-off<< books you find at the cash register. Seth did everything from a line of almanacs to a book on spot and stain removal. It was terrific fun, and in a good year, a fine business.....there are advantages to this model (and not just for books).
First, the world needs packagers. Packagers that can find isolated assets [i.e. ="hidden assets"/"hidden value"] and connect them in a way that **creates value**, at the same time that they put in the effort to actually ship the product out of the door. .......
Second, in many industries there are 'publishers' who need more products to sell. Any website with a lot of traffic and a shopping cart can benefit from someone who can assemble products that they can profitably sell. Apple uses the iPhone store to publish apps. It's not a perfect analogy, because they're not taking any financial risk, but the web is now creating a new sort of middleman who can cheaply sell a product to the end user. We also see this with Bed, Bath and Beyond commissioning products for their stores, or Trader Joe's doing it with food items.
Any time you can successfully **bring together people** [i.e. = "convening power"] who have a reputation or skill with people who sell things, you're creating value. If you find an appropriate scale, it can become a sustainable, profitable business.
The skills you bring to the table are vision, taste and a knack for **seeing what's missing**. You also have to be a project manager, a salesperson and the voice of reason, the person who brings the entire thing together and to market without it falling apart. Like so many of the businesses that are working now, it doesn't take much cash, it merely takes persistence and drive.
Here are some basic rules of thumb that I learned the hard way:
* It's much easier to sell to an industry that's used to buying. Books were a great place for me to start because book publishers are organized to buy projects from outsiders. It's hard enough to make the sale, way too hard to persuade the person that they should even consider entering the market. (PS stay away from the toy business).
* Earning the trust of the industry is critical. The tenth sale is a thousand times easier than the second one (the first one doesn't count... beginner's luck).
* Developing expertise or assets that are **not easily copied** is essential, otherwise you're just a middleman.
* Patience in earning the confidence of your suppliers (writers, brands, factories, freelancers) pays off.
* Don't overlook obvious connections. It may be obvious to you that Eddie Bauer should license its name and look to a car company, but it might not be to them.
* Get it in writing. Before you package up an idea for sale to a company that can bring it to market, make sure that all the parties you're representing acknowledge your role on paper.
* As the agent of change, you deserve the lion's share of the revenue, because you're doing most of the work and taking all of the risk. Agenting is a good gig, but that's not what I'm talking about.
* Stick with it. There's a Dip and it's huge. Lots of people start doing things like this, and most of them give up fairly quickly. It might take three or five years before the industry starts to rely on you.
* Work your way up. Don't start by trying to license the Transformers or Fergie. They won't trust a newbie and you wouldn't either.]]>Seth_Godin howto business_development expertise one-of-a-kind patience large_companies vision persistence change_agents overlooked_opportunities value_added non-obvious latent information_synthesis creating_valuable_content licensing package_deals voids producers hard_to_replicate hidden_value value_creation film_producers/production hidden_assets production-&-packaging looking_for_what's_missing convening_power one-offshttps://pinboard.in/u:jerryking/b:ad9caccb92cc/Dangers of Clinging to Solutions of the Past - WSJ.com2009-03-03T04:32:34+00:00
http://online.wsj.com/article/SB123577725874397425.html
jerryking>complex projects<<. It's hard to judge **cause and effect** properly when there's a long time lag [i.e. = "lag time"] between an action -- hiring a worker, for instance -- and a result such as more output. Other conditions vary, further muddying the picture. Managers typically don't change course easily, sticking with old habits [i.e. = "hidebound"] and goals, even when situations change.
]]>change managers adaptability overestimation lessons_learned conventional_wisdom experience change_agents lag_time overplaying_one's_hand flux deteriorating_systems anchoring causality complex_projects hidebound strengths_become_weaknesseshttps://pinboard.in/u:jerryking/b:0a30f14a71cf/