Socializing Knowledge Practices

Yes, this was really about Innovation at first. But like authors that avoid the use of the verb “to be,” I am attempting to write about systematic product and systems design without using the “I” word. I’d like to write about creating a “Culture of Innovation,” but I agree with Peter Merholz and others who . . . → Read More: Socializing Knowledge Practices

Understanding Meaning as Awareness

See the fullpost on the CIMI website: Center for Interactive Management, India

Dr. Batra’s discussions of “From Data to Wisdom”, and “Laszlo’s Pyramid of Meaning”, describe a hierarchy of types of knowing and understanding. Alexander Laszlo’s notion of syntony, a kind of resonant circuit of meaning related to the levels of knowledge, energizes the pyramid . . . → Read More: Understanding Meaning as Awareness

Why Do Good Managers Set Bad Strategies?

An interesting confessional from the master of corporate strategy, the Five Forces guru Dr. Michael Porter.

“Errors in corporate strategy are often self-inflicted, and a singular focus on shareholder value is the “Bermuda Triangle” of strategy, according to Michael E. Porter, director of Harvard’s Institute for Strategy and Competitiveness.

These were two of the takeaways . . . → Read More: Why Do Good Managers Set Bad Strategies?

Why the Crowd has no Wisdom

Before I even got this post out of the box, the thesis was pushed into international publication by the Boston Globe’s Alex Beam : Alex takes Wikipedia to task, for good reason, but then ties it back to the problem – we are trusting in the wisdom of crowds when we have no evidence that . . . → Read More: Why the Crowd has no Wisdom