Sublime
An inspiration engine for ideas
Unquestionably, Yokoi needed narrow specialists. The first true electrical engineer Nintendo hired was Satoru Okada, who said bluntly, “Electronics was not Yokoi’s strong point.” Okada was Yokoi’s codesigner on the Game & Watch and Game Boy. “I handled more of the internal systems of the machine,” he recalled, “with Yokoi handling more of the d
... See moreDavid Epstein • Range: Why Generalists Triumph in a Specialized World
Creating the right experiences and then integrating around them to solve a job, is critical for competitive advantage. That’s because while it may be easy for competitors to copy products, it’s difficult for them to copy experiences that are well integrated into your company’s processes.
Karen Dillon • Competing Against Luck: The Story of Innovation and Customer Choice
Top-management concepts become the operational conditions for middle managers, who will decide on the means to realize them. The middle managers’ decisions, in turn, constitute the operational conditions for front-line employees, who will implement the decisions.
Hirotaka Takeuchi • The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
In our lives and in our careers, whether we are aware of it or not, we are constantly navigating a path by deciding between our deliberate strategies and the unanticipated alternatives that emerge.
James Allworth • How Will You Measure Your Life?
Identify subcultures that may account for higher or lower group performance
Michael E. Porter • HBR's 10 Must Reads 2019: The Definitive Management Ideas of the Year from Harvard Business Review (with bonus article "Now What?" by Joan C. Williams and Suzanne Lebsock) (HBR's 10 Must Reads)
Creating an independent organization, with a cost structure honed to achieve profitability at the low margins characteristic of most disruptive technologies, is the only viable way for established firms to harness this principle.
Clayton M. Christensen • The Innovator's Dilemma
As Professor Henry Mintzberg taught, options for your strategy spring from two very different sources. The first source is anticipated opportunities—the opportunities that you can see and choose to pursue. In Honda’s case, it was the big-bike market in the United States. When you put in place a plan focused on these anticipated opportunities, you a
... See moreClayton M. Christensen • How Will You Measure Your Life?
What he did was both obvious and, at the same time, unexpected. He shrunk Apple to a scale and scope suitable to the reality of its being a niche producer in the highly competitive personal computer business. He cut Apple back to a core that could survive.