• Do you believe in inclusive or extractive management?

    Do you believe in inclusive or extractive management?

    Daron Acemoglu and James Robinson have written a thoughtful argument explaining why some nations prosper while others fail. Some institutions, they claim, are inclusive – with incentives towards success, encouragement of innovation and sharing opportunities with all that participate. Others […]

     
  • If goals don’t matter, don’t have them

    If goals don’t matter, don’t have them

    Life is messy, complex and pulls you into all directions at once. We well know that our path of least resistance is to deal with daily stuff so as to stay in the same spot – and hope to get […]

     
  • Show direction on your wall, not your workflow

    Show direction on your wall, not your workflow

    Engineers are smart and self-motivated. Give them a problem, they’ll solve it. But don’t give them context, chances are that they’ll remove their difficulties by changing things around – sometimes touching stuff they should have been careful with. Problem solving […]

     
  • For creative tension, improve flow

    For creative tension, improve flow

    Some ideas are sticky, and none more so that ideas about ideas. The rough consensus since the 1920s is that creative insights occur during the free-flowing, loose-association thought process when one tries to solve a challenging problem. Creativity is sparked […]

     
  • Do you prefer mindful or transactional?

    Do you prefer mindful or transactional?

    If we don’t pay attention, it’s easy to treat everything as a transaction: tick the box, plug the number in the excel sheet, get the work done. Do you hear yourself telling someone “just do your job!” Or does your […]

     
  • Lean as an abnormality management system

    Lean as an abnormality management system

    Takehiko Harada, in his great Management Lessons from Taiichi Ohno, tells us that another way of looking at the Toyota Production System is as “abnormality management.” Abnormality management means that: Abnormalities are visible and intuitive and management encourages revealing them […]

     
  • Their success is your success

    Their success is your success

    Let’s conduct a quick thought experiment. Imagine for a second: You are given the power to know the solution to all the world’s problems: it won’t make you a hero. It’ll make you a sad know-it-all no one even listens […]

     
  • Watch who you hire, don’t become a nest of ‘fixed mindset’

    Watch who you hire, don’t become a nest of ‘fixed mindset’

    The psychological theory that has gained visibility in the past decades is Carol Dweck’s distinction between growth mindset and fixed mindset – where we all have a bit of both. Growth mindset is the assumption that practice makes perfect, and […]

     
  • The takt of challenge, the challenge of takt

    The takt of challenge, the challenge of takt

    We’ll all agree that we learn by doing, but doing something, anything new is hard. The mind is hardwired to imagine a future in which we can carry on without changing our habits, opinions or place in the world. We hold […]

     
  • Teamwork on value, the value of teamwork

    Teamwork on value, the value of teamwork

    Value is what customers come looking for when they talk to you. Value they can’t find anywhere else is the key to scale-up. But value is also very, very hard to pin down. What can we do today to please […]