innovation culture

The West Coast quiet served its purpose. In isolation I developed theories about creativity and collaboration. But theories only get you so far on their own. At some point you have to go beyond putting ideas into the world and get to work manifesting them.

My year of releasing differently

No amount of trend research will help if findings are not integrated much earlier in the strategy process.

What so many organizations get wrong about marketing today is that they treat foresight, cultural intelligence and social listening as downstream efforts.

Too often, every single day, we attempt to map already finalized products to a mismatched... See more

Matt Klein • Marketing Won't Save You. Your Consumers Will.

Note that the key phenomena are not movements. They are not collective efforts to build social capital around any particular idea or aesthetic or value. Nor are they forms of propaganda or prestige. The real core activities of culture are disciplines of craft aimed at actually achieving something great, regardless of what everyone else thinks. They... See more

Wolf Tivy • Entrepreneurial Statecraft Gets the Goods

I think there is a similar fallacy for how we consider engineering organizations. Many of today’s “best practices” have been drawn from long-established internet companies like Google. However, the problem with copying their current practices on the basis of their success is that most of those companies found near-invincible business models that... See more

Moxie Marlinspike • The Magic of Software; Or, What Makes a Good Engineer Also Makes a Good Engineering Organization

Nobody tells this to people who are beginners, I wish someone told me. All of us who do creative work, we get into it because we have good taste. But there is this gap. For the first couple years you make stuff, it’s just not that good. It's trying to be good, it has potential, but it's not. But your taste, the thing that got you into the game, is

Anson Yu's Site

WTF Happened In 1971?

wtfhappenedin1971.com

Strategy exists to force a disciplined choice to deploy scarce resources for maximum impact. Regardless of the size of a company, the resource pool and capacity to get work done is always constrained relative to the universe of work that could be done—making this choice a critical decision in every single context.

Strategy Blocks: An operator’s guide to product strategy

Parc was "effectively non-profit" because of our agreement with Xerox, which also included the ability to publish our results in public writings (this was a constant battle with Xerox). In the end, all the technologies got out in useful ways. ARPA was non-profit, but had many commercial spin-offs, and this was regarded as "the way things should be"... See more

worrydream.com • http://worrydream.com/2017-12-30-alan/

alan kay