Henry Mintzberg writes prolifically on the topics of management and business strategy, with more than 150 articles and fifteen books to his name. His seminal book, The Rise and Fall of Strategic Planning ( Mintzberg 1994 ) , criticizes some of the practices of strategic planning today and is considered required reading for anyone[ citation needed ] who seriously wants to consider taking on a strategy-making role within their organization.
He recently published a book entitled Managers Not MBAs ( Mintzberg 2004 ) which outlines what he believes to be wrong with management education today. Rather controversially, Mintzberg claims that prestigious graduate management schools like Harvard Business School and the Wharton Business School at the University of Pennsylvania are obsessed with numbers and that their overzealous attempts to make management a science are damaging the discipline of management. Mintzberg advocates more emphasis on post graduate programs that educate practicing managers (rather than students with little real world experience) by relying upon action learning and insights from their own problems and experiences. (See http:// www.impm.org / and http:// www.CoachingOurselves.com / )
Ironically, although Professor Mintzberg is quite critical about the strategy consulting business, he has twice won the McKinsey Award for publishing the best article in the Harvard Business Review . Also, he is credited with co-creating the organigraph , which is taught in business schools. 
That's what the Frankfurt journalist said. (Okay, more or less.) A radical. On the fringe. I know Henry Mintzberg. And he is not crazy. Michael Porter? The late Peter Drucker? They're my candidates for crazy.
Michael Porter's world is Bond's world, in a way. Think logically, develop a plan ... and succeed My world (and Herb Simon's) is about doing the best you can in the midst of near chaos and madness—and hoping things work out in a mostly satisfactory fashion.
Unlike those three elements, which are allowed in linear time-invariant or LTI system theory , memristors are nonlinear and may be described by any of a variety of time-varying functions of net charge.
These devices are being developed for application in nanoelectronic memories, computer logic, and neuromorphic computer architectures
Mathematic Analysis to Bio-Inspired Computation
Metaphor_between_Scrum_and_ANN w Let it figure out the solution by itself. BP-ANN has been proven, so how about Scrum? Form the team Design topology of the neural network Keep the team intact Keep weights carefully What do you need to do in Scrum/ANN to get solutions? No command-control No analytic methodology Customize the framework design learning algorithm Define Product Backlog and Definition of Done Define solution and problem space Self management Self learning Retrospective Back-Propagation Definition of Done Learning Criteria Sprint Learning iteration executable software Solution Space Product Backlog Problem space individual capability Active function teammate relationship weight team member neuron Scrum team Neural network Scrum ANN
Just as yin cannot exist without yang, the elements that agile practitioners value (working software, collaboration, change, and interactions) do not exist without their corresponding yang (documentation, contracts, plans, and process).
These mutually inclusive agile principles also follow the laws of yin and yang.
Agile principles are opposing: there must be a plan but the plan will change.
Agile principles are mutually rooted: the contract, whether implied or explicit, will require negotiation, so invite the customer to collaborate with the team.
Agile principles mutually transform: the team needs some sort of blueprint of what to build but only as much as makes sense and is reasonable to maintain.
Finally, Agile principles wax and wane: all software teams need processes and tools to know their boundaries but individuals interacting daily build the best software.