Where real diversity comes from (first appeared in InfoWorld)
...you’re either a member or you’re not. It’s depressingly like a high school clique, where you know who’s in it and you know you’re not. I suspect sociologists have written...…
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Agile Iron Chefs?
...companies grow and succeed they usually must make the transition from one to the other. Sarasvathy’s research helps explain why this transition is so incredibly painful and difficult. It also...… (8 comments)
Dealing with vendors (first appeared in InfoWorld)
...not the end itself. When achieving your goals doesn’t also benefit the vendor – when it’s not a win-win – guess whose fault it is. Hint: it isn’t the salesperson....…
Keep the Joint Running- Live and In Person!
...yet, your kids and your dog will thank you for not bringing your work life home to them. It seems we can build Community relatively well virtually these days. Technology...… (1 comment)
Carrots and sticks (first appeared in InfoWorld)
...helps you identify critters, but doesn’t generally give you advice about what to do once you’ve found them. Look up seagulls in your average bird book, for example, and it...…
Avoid big projects (first appeared in InfoWorld)
...with cool interface widgets and heavy mouse action. Make your programmers experts in clean interface design. Usually, when you’re faced with a big, intimidating project you can break it up...…
Apologies, confessions, and critiques
...harming the environment. It’s the impurities in our air and water that are doing it.” In my defense, I didn’t get the quote off the Internet. I got it from...…
The fourth response to risk
...you can’t afford to plan for every risk you can think of; probably you can’t even afford to plan for all the ones you know are serious and likely. Does...… (11 comments)
The worst news is no news
...in Ford’s delivery, I’m afraid: To support its claim to be neck-and-neck, quality-wise, with Toyota and Honda it cites reports from BusinessWeek and the Insurance Institute for Highway Safety. Road...…
The case for decentralized control
...happen if employees and managers “respect the chain of command.” How can it? When everyone respects the chain of command, decisions flow vertically. The bigger the decision, the higher it...… (3 comments)