Like Seth Godin I liked the idea of Business Buzzword Bingo. In marketing meetings I would add words like Eyeballs; Penetration; Customer-centric; Metrics; Brandscape… actually, the list could go on and on.
I went down to Surrey on Friday for long walk and pub lunch with Neil Perkin. We’d originally planned to run a workshop about agile
Antonio Dias offers a fascinating description of what goes wrong when drowning: What separates a swimmer from someone drowning is the way a swimmer acknowledges
Viv picks out some nice ideas from Phelim McDermott on the subject of leadership. “We love the security of the illusion that someone is in
I’ve been thinking about the urge to scale things lately – see here and here. I understand the concern with being able to effect big
In moving house, I radically downsized my collection of books which I can highly recommend. I used to think I’d one day find a reason
I really enjoy Chris Rodgers’ views on leadership. He argues against the assumption that it takes great leadership for organisations to succeed. He suggests that
Thanks to my Improvisation friend Kelsey Flynn I rambled into a letter cited in Margaret Cho’s Blog (go to Letter #1): Lately it seems like
I wanted to share this email doing the rounds this morning… AIRCRAFT MAINTENANCE After every flight Qantas pilots fill out a form called a gripe
A quick ramble on the nature of paradox, inspired by a blog on the value of both fear of the new and curiosity
Well now you need wonder no more. A friend told me about this (no, seriously… my Feedster feed on improvisation turned it up). Is it
I’m astonished at the glibness of those arguing for cutting the top rate of tax from 50% to 40%. There is a lazy tendency to imply that those earning lots
a little experiment in summarising quiet leadership…
Just before leaving London I had a great dinner with the Macleod of Macleod and Jason Korman from Stormhoek. I was going to blog our conversation about “objects of sociability”
Chris Rodgers pours cold water on the idea of evidence-based practice when managing people. Organizations are complex social processes not rational scientific endeavours. As such, they are not amenable to
