Countries that score high on uncertainty avoidance score low on innovation (as measured in the innovation union scoreboard of the European Commission) and high on bureaucracy (as measured on the easiness to do business ranking of the World Bank).
The economy is stagnating, but there is no broad agreement as to why. Democratic policy hasn’t worked in the last few years, but Republicans governed when the Panic and Great Recession began. Some economists say negative real interest rates inflated the bubble. Others say high interest rates precipitated the crash. Inflation, for sure, is now [...]
Philippe Vallat's insight:
Quote: "To understand the success of modern knowledge economies and why government planning is folly, we must first understand that ignorance truly is bliss."
This paper is to introduces the Cynefin model and its practices which can be used to address the uncertainty of the modern world. The practices that are introduced can be used to compliment traditional approaches to project, programme and portfolio management. This provides a more comprehensive approach that reflects the needs of management in an ever more uncertain world.
Fifteen years later I still find it weird that I sucked down so much nonsense working in the corporate world, lots of it without even noticing. I sat in workshops and seminars and heard the most patently ridiculous garbage shoveled at me and the other participants, year after year for [...]
The study shows that the projects’ uncertainty management did not have a project owner’s perspective, but was mainly focused on the success factors of the project management. In the quantitative part of the studies it was found that a great majority (91%) of the risk elements in the projects studied were operational risks; i.e. risks mainly concerning the projects’ operational goals. Also, most of the projects’ risk elements were threats (67%)
"C’est un changement de paradigme très profond ! Le style de management doit également opérer sa bascule. En effet, dans une culture financière et comptable, le patrimoine de l’entreprise n’est plus reflété dans son bilan car son principal actif n’est pas comptabilisable puisqu’il s’agit de l’ensemble des savoir faire, de l’intelligence et des talents qui s’y expriment."
Leaders face stress and adversity in large part because, like the goldfish in dirty water, they can't see through their situation. Consequently, the limits set by a company's cultural blind spots, those places where the company is stuck in a rut of decision making and truly can't see the forest for the trees, pile on more stress. The result: Decision-making goes from bad to worse. It can happen to anyone.
Pour tirer pleinement parti des capacités très spécialisées de leurs membres, les forces spéciales ont développé un style de leadership s’éloignant de la relation chef-subalterne, pour se concentrer sur la relation entre le leader et son équipe.
Automne 1941. L’amiral américain Husband E. Kimmel, commandant en chef de la flotte du Pacifique, a réuni son état-major. Les nouvelles sont mauvaises : la flotte japonaise a disparu et nul ne connaît ses intentions. Sont-elles belliqueuses ? Faut-il mobiliser l’armée des Etats-Unis qui ne sont pas encore en guerre ? Confusion, incertitudes, enjeux majeurs - la base de décision de l’Amiral n’est pas très confortable, aussi exhorte-t-il son état-major à « craquer le code radio des japonais » pour enfin savoir, afin qu’il puisse prendre « la meilleure des décisions ».
In the process of contributing to this blog, I am learning that writing is not such an easy task.
Philippe Vallat's insight:
"To create requires the creator to immerse him- or herself in the chaos and messiness of creating. To create one must submerge him- or herself in their own being, to feel the confusion, the angst, and the darkness that serves as the basis of this new thing that he or she is generating. It is this internal wrestling that enables the artist to see the world from a more emotional, spiritual, and psychological perspective."
"The idea that business is strictly a numbers affair has always struck me as preposterous. For one thing, I’ve never been particularly good at numbers, but I think I’ve done a reasonable job with feelings.
Many leaders are currently facing the challenge of leading in conditions of uncertainty and unpredictability. Yet much leadership is predicated on the assumption of a relatively stable / foreseeable future - for which plans can be made.
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