Why Managers Should Think More Like Hackers
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Saved by Laura Pike Seeley
Why Managers Should Think More Like Hackers
How can someone with no experience outperform an entire industry of experts?
When a field becomes self-referential - when its best minds are trained by its most established models, it starts to seal itself off. Ideas are recycled. Benchmarks are internal. Innovation turns iterative, not foundational.
This is optimization - but it’s also insularity. ... See more
When a field becomes self-referential - when its best minds are trained by its most established models, it starts to seal itself off. Ideas are recycled. Benchmarks are internal. Innovation turns iterative, not foundational.
This is optimization - but it’s also insularity. ... See more
Rachel Campbell • What The Expert Misses
‘Move fast and break things’, ‘Test and learn’, ‘Dynamic optimization’, ‘Fail fast’, we’ve all embraced the thinking of the modern age and this always-on and agile approach. Clearly moving fast is good, clearly bureaucracy is bad, but sometimes I’m not sure we think. Often corporate strategy for large firms seems to be missing. There isn’t a bold v
... See moreTom Goodwin • Digital Darwinism: Survival of the Fittest in the Age of Business Disruption (Kogan Page Inspire)
“ I wanted to pass on another nugget I’ve learned about how to approach and define problems: working backwards. I’ve found this to be useful in both technical and business situations and I use it all the time.
Basically, start with the end result you want, and figure out how to get there from here. If you can’t define the desired outcome, then ste
... See moreStephen O'Grady • This Is the Way
It is possible in most modern work settings, if you’re willing to be creative—and perhaps, at times, even radical—in how you think about selecting and organizing your work.
Cal Newport • Slow Productivity: The Lost Art of Accomplishment Without Burnout
Good hackers develop a habit of questioning everything.