ManagementSpeak: Sure the product can still be delivered on-time.  We can leverage our existing resources to implement these new features.

Translation: I have a lot of exempt programmers, so we can get as much free overtime as we need.

KJR Club member Jason Gill explains the nature of leverage.

Talk about tough-to-cross chasms …

How Great Entrepreneurs Think,” (Leigh Buchanan, Inc., 2/1/2011) describes seriously interesting research by Saras Sarasvathy on the difference between entrepreneurs and corporate managers.

Unlike the usual takes on the subject (this old column, for example), Sarasvathy spent hours with a statistically significant number of both in the context of solving typical business problems, comparing their verbalized thought processes to identify the differences.

Her conclusion: Entrepreneurs are “Iron Chefs” — improvisers who figure out how to make something terrific out of whatever is available at the moment. They “… constantly assess how to use their personal strengths and whatever resources they have at hand to develop goals on the fly, while creatively reacting to contingencies.”

Corporate managers, in contrast, are far more analytical. They start by defining goals, “planning the work and working the plan” to achieve them.