5% of new companies generate over 50% of all new jobs. Over 90% of what we do -experiments, projects, start-ups, innovations, etc. are non-successes. This space is dedicated to understand what is high growth and the interfaces to achieve it.
Design-room & events specially designed to enable teams creative processes.
The process to make a living work-space is a clearly definable sequence of activities; and can be so clear that anyone can do this. And yet this is a complicated process, which is common to any collective construction and development works. But again, the process can be made so clear that any group of people can use it. — Adapted from THE TIMELESS WAY OF BUILDING — Christopher Alexander
Some key processes related to innovation spread by practice, they are embedded in people interaction patterns, as much as in the process. Most business people have limited skills when it comes to ‘problem-finding’ or problem definition. Part of it is related to operating in environments and patterns designed for other purposes like efficiency.
We like to think that success comes from predicting trends, analyzing data, gaming out strategies — from using some sort of logical approach. But if it was that simple we should have solved the mystery of success long time ago — and we haven't. Instead serendipity is what sets us apart — since that is the only way we can discover an approach that is not obvious or logical.
What if the stories behind companies such as Microsoft or Nokia or Starbucks or the stories behind world-famous authors, index-destroying investors and breakthrough scientists had a lot more to do with randomness than we think? What if success or failure is just one unexpected moment away?
Sure enough, serendipity often is the story. By the end of the ’80s, Bill Gates and Steve Ballmer had realized, through rigorous analysis, that Microsoft needed to abandon its still-struggling new operation system, Windows, because of a memory flaw. They partnered up with IBM to developOS/2, and decimated the Windows team. But a serendipitous, seemingly insignificant, meeting at a party on the Redmond campus between two people, David Weise and Murray Sargent (a non-employee stopping over en route to Germany) led to a teasing joke. That joke suggested a solution to Windows’ problem, and within the hour Weise and Sargent were sitting down to solve the flaw and fundamentally alter Microsoft’s future.
Roughly nine months into Google’s existence, Sergei Brin and Larry Page realized they needed to choose between their company and their PhD work at Stanford. They decided to pursue their doctorates, and offered their search engine to Yahoo for $1 million. Yahoo declined (as did others). Lucky thing, that. And in 2004 Paolo Pellegrini, a VP at the investment bank Lazard Freres, was fired — then took on a low-level position at a hedge fund after a lucky phone call. The desperate-to-prove-himself banker found a chart that showed how the housing market was overpriced. His boss, John Paulson, bet large and made $15 billion in a year. “I love that chart,” Paulson would keep saying — but has proved unable to find more of them.
Our mind abhors these serendipitous explanations, and searches for convenient patterns instead. Ask for the keys to career success and you’ll get logical explanations, recommendations, pathways and approaches. Then ask someone how he or she became successful and suddenly it becomes a story of serendipitous encounters, unexpected changes in plans, and random consequences. It does not make sense to ignore this basic fact about success any longer.
We like to think that success comes from predicting trends, analyzing data, gaming out strategies — from using some sort of logical approach. But if it was that simple we should have solved the mystery of success long time ago — and we haven’t. Instead serendipity is what sets us apart — since that is the only way we can discover an approach that is not obvious or logical.
So be open to serendipity, in your organization and in your life. You can take steps to increase the chances of it, too.
This is what Nordic.works is designed to do:
For instance, bring together people from outside your organization, or between siloed departments or between different countries or cultures. These interactions will help you find unexpected insights and opportunities — those that others might not have logically figured out.
Take statistical advantage of these random moments by placing as many purposeful bets you can afford while not becoming distracted. Angry Birds was the game-maker Rovio’s 52nd game. You have probably not heard of their 51 earlier ones. If you tried 52 times at anything you would probably have a decent chance at finding something that helped you stand apart, too!
Your organization, career, even life can change in a single moment. Make sure to seize it.
The statistic shows the estimated volume of funds raised by crowdfunding platforms worldwide. In 2011 the estimated volume of funds raised by CFPs amounted to around 1.5 billion US dollars, in 2013 this is estimated to amount to around 5.1 billion US dollars.
Today we released the latest version of Foursquare to the world. We crafted, designed and engineered this version from the ground up, and…
Fantastic piece of visual design thinking. I am so glad we are setting up spaces for teams to come and do exactly that. The needs for this work are quite specific, the protocols are not really described by Scrum or Agile, forgive the slang. Yes, there is a profound discipline and preparation to develop something great. The environment plays a huge role.
For consumer products, the power of mobile distribution is hard to overstate. Facebook serves more than 1B mobile users each month. Angry Birds reached 50M users in 35 days, a feat that took Instagram 18 months and Facebook more than 3 years. But the distribution advantages of mobile app stores hasn't been observed as powerfully in SaaS or enterprise software.
Tomas Tunguz makes an excellent point in this article on SaaS and refers to an insightful piece here - makes me ask what to SaaS users need most? Is really the transaction support ideas that have evolved from large organizations what is most interesting? Or, are there needs to leverage competencies across the large number of companies in the segment a new and untapped market?
At MG Taylor we use natural materials to build our environments for a variety of reasons. They are renewable. They recycle easier. They age and repair more gracefully. There is an easy affinity with them. There are thousands of years of long accepted design and craft grammar associated with these materials and this provides an anchor for people even as so much else is new.
Our environment for Nordic-Baltic emergence is making progress. Construction is well advanced. We are looking for soft opening Sep 2014. Contact us for your collaboration / innovation needs aleks (at) growthpartners.eu rinalds (at) growthpartners.eu
We are excited to build on the MG Taylor tradition
Anant Jhingran, one of the luminaries that helped develop IBM's Watson, says that as big data becomes more mainstream, data scientists must begin to think of their role as enabling developers to deliver business value to end users in the lines of business.
"The developers are the new kingmakers," he adds. "They are unlocking business value by building apps. The data scientist needs to have a new mindset — it's not just about solving big problems in isolation anymore. The mindset has to be: How do I enable these developers?"
For every successful start-up, umpteen entrepreneurs will fail - despite having brilliant ideas. Many of these failures will be down to one major problem that faces new businesses anywhere in the world: finding finance.
...In the end every VC fund will be looking for different things. But the one thing they will have in common is a desire for a clearly thought out business plan. A start-up must have a commercially viable idea. But it also needs to be able to find the fund that matches it best and then present its idea in a clear and concise manner.
Millions of people make a living without ever setting foot in an office. Particularly in technology, companies are moving away from just outsourcing rote tasks to remote workers and toward building entirely distributed teams. One leader is Elance-oDesk, the largest online marketplace for freelance talent. In addition to providing a platform for distributed and part-time work, the company...
Excellent stack, list of tools and some good advise. The hardest question however, how teams get aligned and share a purpose, the great mystery is not much addressed. Missing here a way to discover patterns, nudge serendipity as Valdis Krebs shows
In writing “The Capitalist’s Dilemma,” we asked students and alumni of our Harvard Business School course “Building and Sustaining a Successful Enterprise” to collaborate with us. Presented here is a map of that collaboration—how hundreds of contributors helped shape the seven core ideas in the article.
The crowdsourcing of this article took place on the OI Engine platform (as used on OpenIDEO), which alumnus Tom Hulme helped develop, and was made possible through the leadership of the HBS Digital Initiative under the direction of Karim Lakhani and Matt Tucker. This effort represents the first attempt at creating a community of lifelong collaboration with HBS alumni.
Very interesting interactive map. It makes evident that idea emergence is not a linear process, and it means that one cannot or could not extrapolate a higher order content such as a book or article from a pure statistical inference model.
The interactive map illustrates how ideas build and flow, merge, and then diverge again over time. Diverse paths are taken to arrive at the final ideas in the article. It also shows how metrics we might presume are meaningful—comments on a post, for example—don’t always correlate with actual influence. We felt the approach we were taking to writing the article was different and disruptive. This visualization confirmed that for us, and helped us learn about crowdsourcing ideas, too.
The Zen master discusses his advice for Google and other tech giants on being a force for good in the world
"Time is not money," he told them. "Time is life, time is love." Says the master. Can the bosses really comprehend?
In his Village monastery, near Bordeaux, Thay says of his trip:
"In all the visits, I told them they have to conduct business in such a way that happiness should be possible for everyone in the company. What is the use of having more money if you suffer more?
They also should understand that if they have a good aspiration, they become happier because helping society to change gives life a meaning."
"I think we planted a number of seeds and it will take time for the seeds to mature," he says. "If they begin to practise mindfulness, they'll experience joy, happiness, transformation, and they can fix for themselves another kind of aspiration. Fame and power and money cannot really bring true happiness compared to when you have a way of life that can take care of your body and your feelings."
A true master knows the time it takes may be several generations... some seed just takes a long time to grow!
Learn precious life lessons from Frederick Law Olmsted, the father of American landscape architecture and designer of New York's Central Park and Prospect Park, the Biltmore Estate in North Carolina, and scores of other parks, school grounds and government spaces.
Next time you are in New York City (or online), take a trip to Central Park and follow the principles that Olmsted followed... By the end of the trip, you'll better understand yourself.
ONE reason structural holes persist is our overwhelming preference for face-to-face interactions. Almost 40 years ago, Thomas J. Allen, a professor of management and engineering at M.I.T., found that colleagues who are out of sight are frequently out of mind — we are four times as likely to communicate regularly with someone sitting six feet away from us as we are with someone 60 feet away, and almost never with colleagues in separate buildings or floors.
This why we have used the utmost care and advances in putting up the Collaborative Environment Nordic.works!
And we get a particular intellectual charge from sharing ideas in person. In a paperpublished last year, researchers at Arizona State University used sensors and surveys to study creativity within teams. Participants felt most creative on days spent in motion meeting people, not working for long stretches at their desks.
What it takes to get hired at these top tech companies: A mixture of hard problem-solving skills and the right rapport with company culture.
“While relevant experience is key, cultural fit is even more important,” says Lumo BodyTech CEO Monisha Perkash. “One value that is core to the Lumo culture is willingness to take risks, fail, and learn, and that mindset is something I look for during the hiring process.”
To see how a team will or could fit together there is nothing better than a compressed cycle real world case. A full cycle of Scan-Focus-Act during a full 3 day designshop is a great way to achieve this with scale and agility. Don't hire a person, cultivate a team !
The way Boston restauranteur Ayn Muir updates his menus is a reminder that sometimes the best data isn't the biggest.
Thanks RT @MarketingCori - timely reminder that the construction of high value data sets is not made solely from point but forms complex vectors. In fact, the art is in how such vectors are built with elements from many dimensions. This is something humans do naturally, with intuition, gut, feeling, ... the liverstorming process when combined with data is an extremely powerful combination
To outsiders, its a maze. To residents, its an ongoing exercise in courteous construction.
he result is a stark landscape borne of necessity, with hidden worlds of color and hospitality within. Function determines the form of home exteriors, with brick walls and star-like security bars on windows. Materials have to be cheap and durable, as well as light and small enough for men to carry through the narrow streets.
The term white space is sometimes used interchangeably with negative space, and the concept is the same. Though the term refers to “white” space in particul
The phrase “less is more” truly applies to the whole concept of white space, no matter how you look at it. In a broader sense, this take on minimalism in web design has also been getting popular lately, and it’s certainly a trend that will continue.
Every day I hear from the Tesla skeptics. Model S demand has already peaked in the U.S. where state franchise laws limit distribution; only international sales are growing. The car is too expensi...
Is a "car" of all things is becoming the katalyst of a broad front of tidal changes?
That’s Elon Musk writing to the shareholders of Tesla Motors
(TSLA) on Thursday in a letter (PDF) detailing the company’s second-quarter results and its construction of a battery plant. As expected, the plant will be built in conjunction with Panasonic (6752:JP);
part of the facility’s foundation has already gone up in Nevada. Tesla will oversee construction of the factory and run it, while Panasonic will invest in the machinery and supply its lithium-ion battery cells.
Ashlee Vance tells how Elon is going to the source, not only of the core ideas by the core of the ore: "Musk is the only car executive who would be talking about ore in this era. Large carmakers abandoned Henry Ford’s raw materials in, cars out model decades ago in favor of becoming integrators of parts made by other companies.
Tesla has gone in the other direction, whenever practical, with Musk happily negotiating deals directly with ore suppliers. “I just don’t think outsourcing reduces costs,” Musk said during the conference call with analysts. “It is almost always the case that when we in-sourced something it got cheaper.”"
Is Tessla a disruptor of the auto industry - they are making what serves the purpose of a normal car, better but still a car - or is it a disruptor of the energy producer-store-use industry?
Orgnet.com founder Valdis Krebs dissects networks in the most innovative ways. Urging us to connect with people we share common ground, Krebs is a champion f...
Have you ever wondered why teams and projects fail, why you don't make useful connection at events and conferences? "Connect on your similarities and benefit from your differences" is a simple enough statement that Valdis takes to a whole new level of practical use.
Shares of Microsoft have taken off since Satya Nadella was named CEO, and after last week’s unprecedented layoffs news, and former and current leaders are benefiting handsomely. SEC documents show that Steve Ballmer, who stepped down as CEO on Feb. 3, now is $2.8 billion richer thanks to a 23 percent increase in share values since the day he left the company. That puts his entire portfolio value at $14.9 billion, ITworld reported today.
Yet... Of the people Microsoft let go, I wonder how many were key nodes for knowledge transfer/innovations? http://sco.lt/5KbPnN
And can this value be triggered in the cohort that now is without the frame set by MS?
A system that reverses the lecture-homework routine makes it possible for students to learn subjects thoroughly at their own pace.
Thousands of teachers are experimenting with flipping their classrooms in elementary schools, law schools and everything in between. Jon Bergmann, a former chemistry teacher who used flipped learning and now teaches others about it, lists 15,000 members in the Flipped Learning Network.
But a handful of innovative teachers are venturing further, using the flipped classroom to employ mastery learning — “flipped mastery,” as Bergmann and his fellow chemistry teacher Aaron Sams call it in their book, “Flip Your Classroom: Reach Every Student in Every Class Every Day.” Since the flipped classroom eliminates the whole-class lecture, they’ve realized, it has also eliminated the reason for students to work at a uniform pace.More From Fixes
A typical day in a flipped mastery classroom usually starts with a brief group activity and poll: who needs extra help or is ready for a mastery check?
Then the noise begins — “a 10-ring circus,” Bergmann and Sams call it. “Kids are coming at you all day long,” said Kelly. “The first day, I got dizzy a couple of times.” Driscoll made a three-minute video version of a typical class, which you can see here.
Driscoll structures his class like a video game — it’s a post-apocalyptic 2045, and students have to study different civilizations to come up with a way for society to rebuild itself. “You have to complete certain ‘missions’ to move to the next level — some are teams, some are solo,” he said. Sound corny? “Engagement has gone through the roof,” he said. (Driscoll and his fellow Putnam social studies teacher Brian Germain have a lot of creative ideas — their Web sites are here and here.)
It is too early to have formal proof of the effectiveness of this iteration of flipped mastery, and its use is still too limited. (The Flipped Learning Network forum on mastery learning currently has 267 members.) But teachers who use flipped mastery claim that its efficiency allows most students to do a year’s work in much less time. They build in extra units for advanced students or work with them on independent projects.
Are new Technologies a blessing or curse... what really will matter in 2014 and beyond are the individual and cultural mindsets with which we are creating and using technologies.
The challenge we are facing right now could be actually discovered as huge chance... as a chance to cultivate a liquid, more flexibly structured social network dynamic throughout society. Remember... Human Capital is the key source for sustainable economic value and social innovation... so if the current structure of Social Capital will be conquered by fresh expressions of Human Capital and unfolds... this will have direct implications on value creation globally through internet technology and its extensive periphery.