Boxes and Arrows

MAY 30, 2012

Show Time: 35 minutes 20 seconds. Download mp3 (audio only) Download m4a (with visuals, requires iTunes, Quicktime, or similar). iTunes. Podcast Summary On today’s show I had the pleasure to talking with the first Global Director for World Information Architecture Day , Jessica DuVerneay. Jessica talks about her time helping to organize the first annual World IA Day including how the event came to life, the phenomenal support and experiences at all events, as well as her roles and responsi

Conference 98

Conference 98

Bill Fischer

MAY 17, 2012

Gypsy Rose Lee writing "The G-String Murders" photo by Elisofon Let's clarify: smart strange people, and only if you're interested in new ideas and innovation. But, who isn't these days? It's new ideas that are changing the world, and the people behind them are, more often than not, a bit strange. [.

Change 40

Change Innovation 40

Harvard Business Review

MAY 18, 2012

Until recently, I hadn't really known any great leaders. As a writer, the highest-ranking people I deal with are editors, and they're pretty much just writers who have gotten lazy. The only thing an editor has ever led me into is a bar. So my images of leadership were based mainly on movies and sports. I figured great leaders did a lot of alpha-male yelling and inspirational speechmaking.

Leadership 22

Leadership System Management Learning 22

CorporateIntel

MAY 20, 2012

I bought a small amount of Facebook in the IPO. It was a flyer. It was unscientific. It was counter-scientific. It wasn’t meant to be a life-changer either way. It was kind of like a lottery ticket, with a long time until the ticket would be drawn, and at the worst some remainder value on my ticket if I lost. I really like Facebook. I’m addicted.

Software Review 40

Software Review Technical Review Marketing Data 40

Speaker: Alex Salazar, CEO & Co-Founder @ Arcade | Nate Barbettini, Founding Engineer @ Arcade | Tony Karrer, Founder & CTO @ Aggregage

If AI agents are going to deliver ROI, they need to move beyond chat and actually do things. But, turning a model into a reliable, secure workflow agent isn’t as simple as plugging in an API. In this new webinar, Alex Salazar and Nate Barbettini will break down the emerging AI architecture that makes action possible, and how it differs from traditional integration approaches.

System

Boxes and Arrows

MAY 29, 2012

For centuries, the well-heeled Christian faithful in Europe made pilgrimages to Jerusalem, but most couldn’t afford these expensive and dangerous trips. In the fifteenth century, monks met the demand by setting up shrines along the roads. Together, these shrines told the Passion story, so that the faithful could take the same trip in miniature, at home.

Strategy 86

Strategy Strategy Video Design 86

Boxes and Arrows

MAY 22, 2012

Show Time: 33 minutes 40 seconds. Download mp3 (audio only) Download m4a (with visuals, requires iTunes, Quicktime, or similar). iTunes. Podcast Summary In this episode Chris Baum speaks with Donna Spencer , Lynne Polischuik , Justin Davis and Erin Jo Richey at the 2012 IA Summit about their interactive panel discussion Taking the Plunge: Diving Into Indie UX.

Project 65

Project Design Marketing How To 65

Harvard Business Review

MAY 16, 2012

You want to start a business. So you need a plan, right? No. Not really. As part of the research for a book I'm co-authoring — Heart, Smarts, Guts, and Luck , due out in August from HBR Press — my colleagues and I interviewed and surveyed hundreds of successful entrepreneurs around the globe to better understand what it takes to be an entrepreneur and build a really great business.

Survey 22

Survey Strategy Strategy Marketing 22

Harvard Business Review

MAY 23, 2012

This post is the last in a three-part series. Most marketers think that the best way to hold onto customers is through "engagement" — interacting as much as possible with them and building relationships. It turns out that that's rarely true. In a study involving more than 7000 consumers, we found that companies often have dangerously wrong ideas about how best to engage with customers.

Marketing 22

Marketing Study Engagement Report 22

Harvard Business Review

MAY 18, 2012

While Facebook's rise took many by surprise, its success was little surprise to the hundreds of researchers who study social interactions in neuroscience labs across the country. Over the last decade, these neuroscientists have uncovered some unexpected quirks of the brain, that all link to one big idea: we are far more socially oriented, at the level of brain structure and systems, than we account for in daily life.

Technical Review 22

Technical Review Study Conference Exercises 22

Harvard Business Review

MAY 2, 2012

Consider the following: Works long hours. Carries wireless device everywhere. On the phone at kid's soccer game. Checks in frequently over vacation. Does this describe your life? If you're like the hundreds of executive education students I teach each year at the Harvard Business School, you point to the hours you work, the places from which you work (even on vacation), the times at which you work (even when supposed to be spending time with family and friends), the fact that your wireless devic

Change 22

Change Report Study Management 22

Speaker: Jason Cottrell and Gireesh Sahukar

Retailers know the clock is ticking–legacy SAP Commerce support ends in 2026. Legacy platforms are becoming a liability burdened by complexity, rigidity, and mounting operational costs. But modernization isn’t just about swapping out systems, it’s about preparing for a future shaped by real-time interactions, AI powered buying assistants, and flexible commerce architecture.

Roadmap

Harvard Business Review

MAY 18, 2012

Polymath is one of those words more likely to show up on the SAT than in everyday conversation. But the reason we don't use the word much these days has less to do with vocabulary than it has to do with practicality: there aren't a lot of polymaths around anymore. In case you don't have your pocket dictionary handy, a polymath is a person with a wide range of knowledge or learning.

Design 22

Design Learning Technology Course 22

Harvard Business Review

MAY 29, 2012

It would be nice to think that you're going to be just as excited about going to work tomorrow as you were on your first day on the job. But between increased workloads caused by your company's reluctance to hire more people, or a change in management that has put less than stellar people in charge of your little corner of the universe, or maybe the fact that you have done the same job for a while now, you may be feeling.well, not exactly burned out, but fatigued.

How To 22

How To Course Learning Disruption 22

Harvard Business Review

MAY 29, 2012

A friend of mine is the Executive Director for an organization with global reach. He is intelligent and driven, but constantly distracted. At any given time he will have Twitter, Gmail, Facebook and multiple IM conversations going. The majority of them are useful in some way. Yet, in the back of his mind, he knows there are more important deliverables to get to.

Fractional CTO 22

Fractional CTO CTO Underperforming Technical Team Handbook 22

Harvard Business Review

MAY 10, 2012

The most famous cognitive obstacle to innovation is functional fixedness — an idea first articulated in the 1930s by Karl Duncker — in which people tend to fixate on the common use of an object. For example, the people on the Titanic overlooked the possibility that the iceberg could have been their lifeboat. Newspapers from the time estimated the size of the iceberg to be between 50-100 feet high and 200-400 feet long.

Creativity 22

Creativity Design Study System 22

Advertiser: ZoomInfo

ZoomInfo customers aren’t just selling — they’re winning. Revenue teams using our Go-To-Market Intelligence platform grew pipeline by 32%, increased deal sizes by 40%, and booked 55% more meetings. Download this report to see what 11,000+ customers say about our Go-To-Market Intelligence platform and how it impacts their bottom line. The data speaks for itself!

Report

Harvard Business Review

MAY 8, 2012

Six Sigma , Kaizen , Lean , and other variations on continuous improvement can be hazardous to your organization's health. While it may be heresy to say this, recent evidence from Japan and elsewhere suggests that it's time to question these methods. Admittedly, continuous improvement once powered Japan's economy. Japanese manufacturers in the 1950s had a reputation for poor quality, but through a culture of analytical and systematic change Japan was able to go from worst to first.

Underperforming Technical Team 21

Underperforming Technical Team LEAN Disruption Culture 21

Harvard Business Review

MAY 29, 2012

In my most recent blog , I wrote about how we've allowed technology to take a pernicious toll on our attention, and in turn, on our creativity, our resilience, our relationships and, ultimately, our productivity. This week I'm turning my focus to how to wrest back control of your attention, so you can make conscious choices that provide long term satisfaction rather than instant but fleeting gratification.

Training 21

Training Engagement Design Course 21

Harvard Business Review

MAY 31, 2012

It had been three weeks since my throat started to feel sore, and it wasn't getting better. The pain was most acute when I spoke. So I decided to spend a few days speaking as little as possible. Every time I had the urge to say something, I paused for a moment to question whether it was worth irritating my throat. This made me acutely aware of when and how I use my voice.

How To 21

How To Meeting Groups 21

Harvard Business Review

MAY 29, 2012

We humans are funny. Often we create beliefs or engage in behaviors that seem to help us in the short term, only to discover they get in the way of the lives we really want to live, or the people we want to become. Allow me to share the story of my friend, Erin. Over lunch one day, she told both her mentor and me about a division director job she had truly wanted.

Brainstorming 21

Brainstorming Engagement Management Examples 21

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Innovation is key to overcoming crises. This guide outlines how businesses can navigate uncertainty by adapting strategies, embracing open innovation, and strengthening resilience. Learn how to reassess business models, engage external expertise, and build a robust innovation ecosystem. Explore the three phases of crisis response—from immediate adaptation to long-term transformation—and discover how collaboration accelerates progress while reducing costs.

Innovation

Harvard Business Review

MAY 7, 2012

Did you know that if you think you are creative, you're more likely to actually be creative? This surprising fact pops up again and again in our research. In our database of over 6,000 professionals who have taken the Innovator's DNA self & 360 assessments, people (entrepreneurs and managers alike) who "agree" with the survey statement "I am creative" consistently deliver disruptive solutions — by creating new businesses, products, services, and processes that no one has done before.

Creativity 21

Creativity Survey Software Disruption 21

Harvard Business Review

MAY 9, 2012

As the online waters rose, executives at the Susan G. Komen Foundation huddled behind their fortress walls like first-class passengers on the Titanic. The AP broke the story of Komen de-funding Planned Parenthood Federation of America on Monday, January 30th. As the online world took them to task, according to marketing blogger, Kivi Leroux Miller , nearly 24 hours went by before Komen posted anything on its Facebook or Twitter accounts and three days before Nancy Brinker, Komen's CEO, released

Video 21

Video Survey Technology Leadership 21

Harvard Business Review

MAY 30, 2012

There's something about the culture of business that tends toward excess — in financial markets, to be sure, but also in the "market" for new ideas and management techniques. The dynamic is always the same, whether the idea in question is reengineering, six-sigma quality, or lean production systems: A genuinely original strategy is born in one company or industry, consultants discover the practice and turn it into a marketable commodity, executives in all sorts of other companies race to "

Innovation 21

Innovation Leadership LEAN Marketing 21

Harvard Business Review

MAY 23, 2012

The single most revealing moment in the coverage of JPMorgan's multibillion dollar debacle can be found in this take-your-breath-away passage from The Wall Street Journal : On April 30, associates who were gathered in a conference room handed Mr. Dimon summaries and analyses of the losses. But there were no details about the trades themselves. "I want to see the positions!

Software Engineering 21

Software Engineering Software Data Conference 21

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Roadmap

Harvard Business Review

MAY 18, 2012

Over the 23 years since we met, my wife Eleanor and I have spent considerable time, money, and energy on our development. Individually and together, we've taken workshops, studied meditation, practiced yoga, written in journals, talked about our dreams, participated in training programs, and gone to therapy. A few weeks ago, we were taking a walk along a rural road, questioning why we do it.

Training 21

Training Competition Collaboration Management 21

Harvard Business Review

MAY 8, 2012

As a growth officer in my early career with the mad men and women of McCann Ericksson , my mom could never quite grasp what I did for a living. But, when we pitched, won and delivered the phenomenon now globally known as Priceless for MasterCard, she could finally brag to her friends at my Aunt Rose's kitchen table. From the moment the very first television commercial appeared ( You remember it, right?

Tips 21

Tips System Competition Examples 21

Harvard Business Review

MAY 15, 2012

These probably aren't words that you were expecting to see in the same sentence — Harvard Business School and empathy. But as I reflect back on my time as a student there, I've begun to realize that more than anything else, this is one of the the most valuable things that the school teaches. It starts on day one. You're put into a "section" with 90 incredibly smart folks, people with whom you quickly become good friends.

Disruption 21

Disruption Exercises Competition Analysis 21

Harvard Business Review

MAY 15, 2012

The higher up in the organization you get, the less likely you'll receive constructive feedback on your ideas, performance, or strategy. No one wants to offend the boss, right? But without input, your development will suffer, you may become isolated, and you're likely to miss out on hearing some great ideas. So, what can you do to get people to tell you what you may not want to hear?

Underperforming Technical Team 21

Underperforming Technical Team How To Technical Review Case Study 21

Speaker: Yohan Lobo and Dennis Street

In the accounting world, staying ahead means embracing the tools that allow you to work smarter, not harder. Outdated processes and disconnected systems can hold your organization back, but the right technologies can help you streamline operations, boost productivity, and improve client delivery. Dive into the strategies and innovations transforming accounting practices.

Generative AI

Harvard Business Review

MAY 29, 2012

Morten Hansen , management professor at UC Berkeley, describes the traits leaders need to help their organizations thrive in times of chaos and uncertainty.

Management 21

Management Change 21

Harvard Business Review

MAY 10, 2012

The professional world is powered by favors — busy individuals helping those in their extended networks land highly contested roles, get feedback on ideas, or connect with influencers, typically without the expectation of either compensation or reciprocation. I've been on the receiving end of many professional favors , the givers of which I'm deeply indebted to.

Meeting 20

Meeting Groups Engagement System 20

Harvard Business Review

MAY 9, 2012

Most VCs and entrepreneurs believe start-ups are inherently iterative, that a string of mistakes doesn't prevent success, but may even be the path to it. Generally, that view is correct, but there are a few choices made early on that have implications so deep as to be functionally irreversible, with profound implications for outcomes. Product and business models are evolutionary by nature, but we see four things a young company must get right: The founding team.

Company 20

Company Underperforming Technical Team Culture Exercises 20

Harvard Business Review

MAY 24, 2012

Attracting and retaining top talent are perennial concerns among managers, in good times and in bad. With salaries frozen even as the scope of work expands, managers find it nearly impossible to lure A-players and compensate existing high performers without breaking the budget. The good news? They may not have to. According to the Center for Talent Innovation (CTI) , money is not the major motivator among college-educated workers.

Survey 20

Survey Meeting Groups Management 20

Speaker: Ben Epstein, Stealth Founder & CTO | Tony Karrer, Founder & CTO, Aggregage

When tasked with building a fundamentally new product line with deeper insights than previously achievable for a high-value client, Ben Epstein and his team faced a significant challenge: how to harness LLMs to produce consistent, high-accuracy outputs at scale. In this new session, Ben will share how he and his team engineered a system (based on proven software engineering approaches) that employs reproducible test variations (via temperature 0 and fixed seeds), and enables non-LLM evaluation m

Artificial Inteligence