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jerryking : umairhaque   5

If You Were the Next Steve Jobs...
September 3, 2012 | Harvard Business Review | by Umair Haque.

Imagine, for a moment, that you (yes, you) were the next Steve Jobs: what would your (real) challenges be? I'd bet they wouldn't be scale (just call FoxConn), efficiency (call FoxConn's consultants), short-term profitability (call FoxConn's consultants' bankers), or even "growth" (call FoxConn's consultants' bankers' lobbyists). Those are the problems of yesterday — and today, here's the thing: we largely know how to solve them.

Whether you're an assiduous manager, a chin-stroking economist, a superstar footballer, or a rumpled artist, here's the unshakeable fact: you don't get to tomorrow by solving yesterday's problems.

To solve today's set of burning problems, you just might have to build new institutions, capable of handling stuff a little something like this...
Singularity. Scale is a solved problem. We know how to do stuff at very, very large scale — if by stuff you mean "churning out the same widget, a billion times over". What we don't know how to do is the opposite of scaling up: scaling down an institution, to make a difference to a human life.
Sociality - something resembling the advanced dating stage of the courtship ritual.
Spontaneity - the act of human potential unfurling in the moment — and if it's human potential you wish to ignite, then it's spontaneity you need to spark.
what distinguishes organizations that achieve enduring greatness is teamwork and collaboration — and those are words so overused, they make my teeth ache just saying them. Here's my bet: it's time to drop the fourth wall of the "team" — and go beyond collaboration, to something like what Jung called synchronicity: a kind of uncanny intersection of seemingly unrelated lives.
Solubility. But the biggest lesson — and the one hidden in plain sight — is this: creating institutions capable of not just solving the same old problems, forever.... the greatest challenge for tomorrow's would-be problem-solver renegades is this: building institutions that don't keep solving the same old solved problems, like profitability, scale, efficiency, productivity, and the like. Over and over again, like algorithms of human organization run amok. Institutions that are capable of taking a hard look at unsolved problems around the globe — as big as climate change, sending humans to Mars, and redesigning the global financial system, and as small as Umair's perfect coffee — and then accepting the difficult, often painful, always fulfilling, work of attempting to solve them.
living_in_the_moment  creativity  Steve_Jobs  HBR  problems  problem_solving  umairhaque  political_infrastructure  ideas  value_creation  wealth_creation  threats  scaling  institutions  spontaneity  human_potential  superstars  financial_system 
february 2013 by jerryking
Twitter Keynote Gets Thumbs-Down -- on Twitter - NYTimes.com
March 15, 2010 | New York Times | The common thread of the
two SXSW interviews mentioned above isn't a critique of the folks being
interviewed, it's with the moderators. In highly networked situations
like SXSW, moderators need to come prepared to ask fair but provocative
questions. This takes research -- including crowdsourcing *before* the
interview to solicit good questions -- and the ability to bring the
audience into the conversation when it's appropriate....Having attended
both this interview & the one the following day with the CEO of
Spotify, this was simply a matter of the interviewer not being prepared.
Haque thought he could get up there, wing it and be engaging. Williams
is not that dynamic so the interviewer needed to enliven the discussion.
Haque did not. He led the conversation and didn't probe. Its
interviewing 101. Haque is likely a smart guy but was out of his
element. And shame on him for not using the Twitter medium as part of
the interview. That's a no-brainer.
SXSW  Twitter  Evan_Williams  start_ups  silicon_valley  interview_preparation  umairhaque 
october 2010 by jerryking
The Value Every Business Needs to Create Now
Friday July 31, 2009 | HarvardBusiness.org | by Umair Haque
who perceives at least two kinds of value. Thin value describes an
economic illusionary vision in which the profit sought is economically
meaningless, because it leaves others worse off, or, at best, no one
better off. The marginal profit doesn't reflect the creation of
authentic, meaningful value. Thick value is sustainable, meaningful
value — and a new generation of radical innovators is wielding it like a
strategic superweapon.
value_propositions  value_creation  umairhaque 
october 2009 by jerryking
How to Build a Next-Gen Business Now -
September 24, 2008| HarvardBusiness.org |Umair Haque
business  strategy  innovation  future  umairhaque 
march 2009 by jerryking

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