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A national invention agenda ought to operate from the first principle that if we don’t understand the science of invention at all, we should do what scientists do. We should run experiments. Lots of experiments.

Ezra Klein • Abundance

A major difference between my friend's team and most teams is that my friend's team was composed of people who had a track record of being highly effective across a variety of contexts. In an earlier job, my friend started a job at a large-ish ($5B/yr revenue) government-run utility company and was immediately assigned a problem that, unbeknownst t... See more

Individuals matter

Ultimately, we are inventing one source of leverage for “Tragedy of the Commons” problems now, through our efforts to create learning organizations.*

Art Kleiner • The Fifth Discipline Fieldbook: Strategies for Building a Learning Organization

Progress Studies has antecedents, both within fields and institutions. The economics of innovation is a critical topic and should assume a much larger place within economics. The Center for Science and the Imagination at Arizona State University seeks to encourage optimistic thinking about the future through fiction and narrative: It observes, almo... See more

Strategy

Jesse Burkunk • 46 cards

we always hope that a brilliant insight or very clever design will allow us to accomplish several apparently conflicting objectives with a single stroke, and occasionally we are vouchsafed this kind of deliverance. Nevertheless, strategy is primarily about deciding what is truly important and focusing resources and action on that objective. It is a

Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters

Some of the best inventions have emerged when scientists start their research with an end use in mind; Louis Pasteur’s work on microbiology, for example, led to vaccines and pasteurization. We need more government programs that integrate basic and…

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Bill Gates • How to Avoid a Climate Disaster: The Solutions We Have and the Breakthroughs We Need

Now is perhaps the time to examine this transition systemically. To prototype the institutions, instruments, and intelligence infrastructures that can thrive in this new landscape. To design not just for simplistic returns, but for capacity to navigate the systemic complexity unfolding.

To win a war, it helps to have three things: more troops than the enemy, intelligence about the enemy’s plans, and superior technology. Alliance-building and patron–client relations helped leaders amass more troops and often learn about the enemy’s plans—and this is true whether a society is preindustrial, industrial, or postindustrial.