There are a lot of benefits to being good at that narration. Describe your “calling” convincingly and you've defined a new game that others want to watch and play. But it’s a catch-22: if you spend all your time constantly sketching (probably quickly outdated) pictures of your thinking on the bigger questions we’ve all been tasked with answering, y... See more

After reading a large number of business school case studies, a friend of UCLA business strategy professor Richard Rumelt observed to him that “‘it looks to me as if there is really only one question you’re asking in each case: What’s going on here?’” Rumelt writes: “it was something I’ve never heard said explicitly but it was instantly and obvious... See more

But if our fundamental goal is to create more relationships with each other, to build trust, enable collaboration and unlock creativity, we need to think more widely about the kinds of openness we need. We also need to consider the kinds of technological platforms, legal mechanisms and organisational structures that are necessary to support it.

The lesson I learned from this is that it’s easier to hold to your principles 100% of the time than it is to hold to them 98% of the time. If you give in to “just this once,” based on a marginal cost analysis, as some of my former classmates have done, you’ll regret where you end up. You’ve got to define for yourself what you stand for and draw th

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Squad culture is the antithesis of neoliberal individualism. Millennials are healing from decades of irony poisoning, rediscovering what it's like to have generative, exploratory relationships with one another.

There’s nothing more magical than watching someone do things they didn’t know they were capable of.

Let go of self-delusion, which is maybe the hardest thing of all to let go of. Shape the thing you’re making into a pure expression of the thing you’re making: “Cut away, strip away the unnecessary, and strip away what people expect.”