I'm not quite sure how to use World yet. I guess I'll start by sharing insights on things I find interesting.
Todoist has a few articles on maker productivity, which includes a link on deep work. The latter is perhaps more helpful to those who need to curtail their meetings so that he can focus on deliverables. The former is more about creating a work environment that lets maker's make, which is a manager's duty.
Harvard has a pair of articles. The first talks about simplifying strategic objectives. This article is interesting for a few reasons, but I thought the quote below was interesting by summarizing what an organization should be building strategy around. The balance of the article advocates for value-based strategy.
Todoist has a few articles on maker productivity, which includes a link on deep work. The latter is perhaps more helpful to those who need to curtail their meetings so that he can focus on deliverables. The former is more about creating a work environment that lets maker's make, which is a manager's duty.
Harvard has a pair of articles. The first talks about simplifying strategic objectives. This article is interesting for a few reasons, but I thought the quote below was interesting by summarizing what an organization should be building strategy around. The balance of the article advocates for value-based strategy.
If you work for a sizable organization, chances are your company has a marketing strategy (to track and shape consumer tastes), a corporate strategy (to benefit from synergies), a global strategy (to capture worldwide business opportunities), an innovation strategy (to pull ahead of the competition), a digital strategy (to exploit the internet), and a social strategy (to interact with communities online).
The last link is interesting as it talks about how leaders impede organizational change.
- Leaders under estimate the scope and complexity (simple initiatives that are all sizzle, no steak, no staying power)
- Leaders overestimate organizational capacity, which is evidenced by reliance on videos and mass-media campaigns instead of personal leadership. Seth Godin would resonate with this as mass-media steals attention where a more personal approach invites participation
- Motive mismatch, change initiatives can be viewed as a manager's pet project instead of something for the organization's greater good.
The article concludes with a message that resonates with the success I had with IT Accessibility. "Transformational change must become personal for every employee if it’s going to stick." That was a organizational change effort. My focus was to win hearts and minds and get the "tribe" to offer solutions (stone soup).
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Ben
In tenebris solus sto