recentpopularlog in

jerryking : radical_ideas   15

Donald Trump’s race-baiting strategy to secure second term
July 17, 2019 | | Financial Times | by Edward Luce.

Telling US-born Democrats to go back to the countries they came from is a departure even by Mr Trump’s standards. In 2016 he attacked immigrants, chiefly Muslim and Mexican, as a threat to national security. Now he is portraying opinionated non-white citizens as un-American. Their citizenship is performance-based.

To Mr Trump, whites are automatically American. Others only qualify if they support his idea of what it is to be American. By any measure, this is textbook racism.

But there is method behind Mr Trump’s nastiness. His goal is to force Democrats to unite behind the so-called “Squad” of four non-white congresswomen, whose radicalism is not popular in the US heartlands. Most Americans are not socialist. Nor do they support paying reparations for slavery, or open borders. Most would probably be suspicious of a Green New Deal that aimed to abolish fossil fuels by 2030. These are the kinds of radical ideas Mr Trump wants to force Democrats to support.
Campaign_2020  Donald_Trump  Edward_Luce  GOP  nativism  non-whites  racism  race-baiting  radical_ideas  whites 
july 2019 by jerryking
Opinion | Abolish Billionaires - The New York Times
By Farhad Manjoo
Opinion Columnist

Feb. 6, 2019

A radical idea is gaining adherents on the left. It’s the perfect way to blunt tech-driven inequality.
Alexandria_Ocasio-Cortez  Anand_Giridharadas  artificial_intelligence  capital_accumulation  digital_economy  Farhad_Manjoo  income_distribution  income_inequality  moguls  network_effects  radical_ideas  rhetoric  software  superstars  winner-take-all 
february 2019 by jerryking
Inter Ikea’s Torbjorn Loof: making the vision clear
February 3, 2019 | Financial Times | Richard Milne.

Internal politics had supposedly never played much of a role in the tangled web of companies that makes up the world’s largest furniture retailer. But when Inter Ikea, little-known owner of the brand and concept, acquired the product range, design and manufacturing businesses in 2016 from its more famous sister company, Ikea Group, Torbjorn Loof was struck by the infighting.......The 53-year-old is running a franchise system that decides everything: from which products are on offer and what the stores look like, to the famous catalogues and flat-pack design. But rather than use his new-found power and influence, Mr Loof took a different approach..........Mr Loof is now engineering the biggest transformation Ikea has undertaken by changing its famed business model that has brought it so much success. Having giant out-of-town warehouses, where shoppers pick their own furniture and then build it at home, underpinned Ikea’s solid profitability for seven decades.

But now it is looking increasingly at city-centre stores, online shopping, home delivery and assembly, and more radical ideas such as leasing furniture and selling on websites such as Alibaba. Mr Loof says that challenging such a successful status quo is tricky, especially as the company does not have all the answers on what the new retail landscape will look like.....“We made sure that the vision and the purpose were very, very clear. Not spending too much time on what sometimes is in the middle of things — all the strategies and plans, and all of that had to come later.”......Ikea founder Ingvar Kamprad said it was important to be long term and “think about where should we be in 200 years?” The managers smiled at his exaggeration and asked him if that wasn’t too much. “Yes, of course”, he said, “but then you make the short-term plan: that means the next 100 years”.....the toughest tasks is encouraging the entrepreneurship that characterised the company’s early days. He concedes that the decade-long period of growth in the early part of this century stifled Ikea’s creativity and recalls going to see Kamprad a few years ago when sales suddenly hit a bump. “I was a little bit worried. I said to Ingvar: ‘sales are not growing’, and then he looked at me and just smiled and he said: ‘wonderful! Crisis!’ So, there is this kind of [attitude] to love the crisis because the opportunities in the crisis are that you get more creative,” he adds. Ikea has experimented more with what Mr Loof calls the “phygital” — the place where the physical and digital worlds of shopping collide (e.g.an augmented reality app visualization of Ikea furniture in situ at a customer's home, as well as a virtual reality kitchen). ...Ikea will do numerous trials in the next few years: “Even if we would be the best planners, we hire brilliant business analysts, the best strategists, I think we would not make it. So, we have to be the fastest learners . . . daring to test things and make mistakes, but also again correct them.”
CEOs  clarity  Ikea  vision  mistakes  Communicating_&_Connecting  creativity  crisis  cyberphysical  transformational  city-centres  Alibaba  leasing  e-commerce  home-assembly  home-delivery  coopetition  radical_ideas  Torbjörn_Lööf 
february 2019 by jerryking
Stanley Hartt, 80, was ‘an articulate advocate for Canada’ - The Globe and Mail
DAVE GORDON
SPECIAL TO THE GLOBE AND MAIL
PUBLISHED 1 HOUR AGO

What prompted Mr. Mulroney to choose Mr. Hartt over other candidates for the chief-of-staff job was that he "was the most brilliant young man of our generation. He had a remarkable mind, with a great capacity to look at complex issues and crunch them into coherent options for anyone with whom he was associated."

As deputy minister of finance, Mr. Hartt was so respected by Mr. Mulroney that he was the only public servant to sit with cabinet at all times, Mr. Mulroney said.

Mr. Hartt played a major role in some vital areas of economic policy, Mr. Mulroney said, including the privatizations of Petro Canada and Air Canada, "along with 29 other Crown corporations," according to the former prime minister....Air Canada CEO Calin Rovinescu became acquainted with Mr. Hartt in 1979, when Mr. Rovinescu was articling at Stikeman Elliott in Montreal.

"[Mr. Hartt] encouraged us to think on our feet, in front of the most difficult situations," he said. "Typically, you were expected to deliver your work with excellence, and your bonus would be the hope of getting a more interesting and complicated assignment afterward."

As senior counsel, Mr. Hartt would engage with junior colleagues as though they were family, regularly inviting them for meals at his home and allowing them to babysit his children, Mr. Rovinescu said.

Mr. Hartt, as a mentor, taught Mr. Rovinescu such life lessons as "Embrace curiosity. Think big. Think on your feet," as well as "Don't be afraid of crazy ideas; the crazier the better. Throw stuff against the wall and see what sticks."
chief_of_staff  Brian_Mulroney  obituaries  '90s  lawyers  radical_ideas  curiosity  thinking_big  Calin_Rovinescu  life_lessons 
january 2018 by jerryking
Corporate sponsors of the arts missing creative opportunities - The Globe and Mail
Jan. 16 2015 | The Globe and Mail | TODD HIRSCH.
...the necessary bridge between creativity and innovation is collaboration – the act of allowing someone else’s experience to change the way you see the world....
It’s time to entirely rethink corporate sponsorship of the arts. Forget the silly logo on the back of the program or the complimentary tickets to the play. What artists can offer is much more valuable: a chance to peer into the mind of a choreographer, a singer, a set designer, a writer. How do they solve complex problems? And what insights can this bring to corporate leaders who are trying to solve problems of their own?

In the end it comes down to something neurologists know very well. If you want to become a creative person, you have to force your brain to see new patterns, unfamiliar terrain and uncomfortable situations. Sitting in a boardroom full of people with the same university degree and the same clothes (think dull blue suits and boring shoes) will do nothing to foster creative, innovative visionaries.

Why don’t artists offer those corporate suits something really valuable? The pitch should be: “Give us $100,000 and we’ll show you how we solve problems and design solutions. You’ll think we’re crazy – and quite possibly we are – but if you allow yourselves the chance, you’ll start to change the way your brain operates. Creativity can’t be taught, but it can be developed.”

Companies can transform the way their leaders think.
Todd_Hirsch  arts  philanthropy  branding  creativity  artists  critical_thinking  skepticism  problem_solving  sponsorships  art  creative_renewal  ideality  collaboration  rethinking  missed_opportunities  heterogeneity  crazy_ideas  radical_ideas  creative_types  neurologists  complex_problems 
january 2015 by jerryking
A radical idea for union leaders: partnership - The Globe and Mail
Aug. 19 2013 |The Globe and Mail | Konrad Yakabuski

Unions know they have an image problem, but just can’t seem to shake their old habits. A secret CAW-CEP discussion paper prepared last year identified the “growing negative public opinion of unions, and the view that unions are self-interested and outdated” as one of the factors requiring a radical rethinking of the union movement’s overall strategy.
unions  mergers_&_acquisitions  partnerships  Konrad_Yakabuski  radical_ideas 
august 2013 by jerryking
Max Levchin talks about data, sensors and the plan for his new startup(s) — Tech News and Analysis
Jan. 30, 2013 | GigaOm |By Om Malik.

“The world of real things is very inefficient: slack resources are abundant, so are the companies trying to rationalize their use. Über, AirBnB, Exec, GetAround, PostMates, ZipCar, Cherry, Housefed, Skyara, ToolSpinner, Snapgoods, Vayable, Swifto…it’s an explosion! What enabled this? Why now? It’s not like we suddenly have a larger surplus of black cars than ever before.

Examine the DNA of these businesses: resource availability and demand requests — highly analog, as this is about cars, drivers, and passengers — is captured at the edge, automatically where possible, then transmitted and stored, then processed centrally. Requests are queued at the smart center, and a marketplace/auction is used to allocate them, matches are made and feedback is given in real time.

A key revolutionary insight here is not that the market-based distribution of resources is a great idea — it is the digitalization of analog data, and its management in a centralized queue to create amazing new efficiencies.”
massive_data_sets  data  Max_Levchin  radical_ideas  sensors  start_ups  incubators  San_Francisco  sharing_economy  analog  efficiencies  meat_space  data_coordination  match-making  platforms  Om_Malik  resource_management  underutilization  resource_allocation  auctions  SMAC_stack  algorithms  digitalization 
february 2013 by jerryking
Sharing the wealth can create prosperity - The Globe and Mail
CHRYSTIA FREELAND

Special to The Globe and Mail

Published Thursday, Nov. 29 2012

When Branko Milanovic, a World Bank economist, published The Haves and the Have-Nots, a study of global income inequality last year, one of his most striking observations was the extent to which the subject was taboo in the United States....As the book (Inequality in America. by Kemal Dervis)argues, “rebalancing of the distribution of income may play a role in unlocking the U.S. economy’s growth potential in a sustainable way.”

Now that is a truly radical thought, and it brings us back to Mr. Milanovic’s earlier view that income inequality was a forbidden subject in the United States.

Worrying about the poor is one thing. To contend that equality is necessary for growth is an altogether different and more radical idea. Three decades later, trickle-down economics has met its antithesis. We are set for one of the great battles of ideas of our time.
Chrystia_Freeland  income_distribution  inequality  radical_ideas 
november 2012 by jerryking
Failure Chronicles -
April 2011 Harvard Business Review by Roger McNamee,
Elevation Partners.

The idea behind Silver Lake was to create a new kind of private equity.
Instead of a typical financial engineering strategy of using high
leverage to squeeze cash out of mature companies, we focused on “midlife
venture capital”—helping mature tech companies create new products that
would transform their businesses. Our approach was based on two
insights: Mature tech companies had low valuations, and investors
overestimated the cost and complexity of product transformations. At any
other time, Silver Lake’s radical idea might have scared investors, but
in the spring of 1999, institutional investors—state pension plans, in
particular—were desperate to put money into the tech sector. It’s hard
to imagine better circumstances in which to test a new investment
strategy.
failure  private_equity  Silver_Lake  fallen_angels  midlife  turnarounds  vulture_investing  Roger_McNamee  insights  institutional_investors  valuations  technology  financial_engineering  transformational  overestimation  radical_ideas 
april 2011 by jerryking
A Brief History of Dangerous Ideas
Tuesday, July 22, 2008 |Raganworld | Reg Braithwaite

[dangerous ideas; crazy ideas wicked problems]
ideas  History  culture  security  blogging  innovation  inspiration  dangerous_ideas  radical_ideas 
may 2009 by jerryking
Darwin, DNA and Destiny AND Dangerous Ideas
February 7, 2009 G&M by MARGARET WENTE looks at a new book,
The 10,000 Year Explosion by population geneticist Henry Harpending and
physicist/anthropologist Gregory Cochran, which argues that humans have
changed significantly in body and mind in the short period of recorded
history. The advent of agriculture around 8000 BC, they argue, set off a
new explosion in the pace of evolution that may be with us still.

The timing of the column is due to Feb. 12, marking the 200th birthday
of Charles Darwin, which Wente deems the most influential scientist in
intellectual history. Darwin's theory of evolution has been making
trouble for a century and a half, and shows no sign of stopping any time
soon. Darwin's dangerous idea dethroned mankind as the pinnacle of all
creation, and knocked God the Creator right out of the sky.
Margaret_Wente  Charles_Darwin  evolution  ideas  adaptability  theory_of_evolution  dangerous_ideas  radical_ideas 
february 2009 by jerryking

Copy this bookmark:





to read