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TWELVE FROM 2012
WHAT IS IT?•   A library of 200 books•   A blog•   A series of printed books•   A pair of apps•   One-page summaries•   On...
THE BIG THEMES
ANTIFRAGILE                         Nassim Nicholas TalebAntifragile things get stronger when  subjected to stress and ten...
ANTIFRAGILE                               Nassim Nicholas Taleb Procrustean bed: retrofitting causes Fragilistas: cause ...
BUSINESS STRATEGY
GREAT BY CHOICE                                      Jim Collins Great companies thrive despite  uncertainty, chaos and lu...
GREAT BY CHOICE                                            Jim Collins 10Xers companies have beaten their industry by a  ...
WILFUL BLINDNESS                            Margaret Heffernan   We become blind to the truthbecause we are hard wired to ...
WILFUL BLINDNESS                                Margaret Heffernan   Affinity   Love is blind   Dangerous convictions ...
TELL THE TRUTH                      Unerman & Salem Baskin  In an age of information overload,the most effective way for a...
TELL THE TRUTH                          Unerman & Salem BaskinContent: Acknowledge reality Deliver real change to servic...
THE ONLINE WORLD
THE FILTER BUBBLE                                              Eli Pariser You can get stuck in a static, ever-narrowing v...
THE FILTER BUBBLE                                                   Eli Pariser A filter bubble is the unique universe of...
DIGITAL VERTIGO                                      Andrew Keen  Today’s online social revolution isdividing, diminishing...
DIGITAL VERTIGO                                             Andrew Keen Stuck between internet longings for community  an...
GROUPED                                         Paul AdamsSmall groups of friends are the key to   influence on the social...
GROUPED                                                  Paul Adams Social networks not new, social web here to stay. Sh...
BEHAVIOURAL ECONOMICS
THINKING FAST AND SLOW                          Daniel KahnemanBe aware that your brain has twosystems – fast intuition an...
THINKING FAST AND SLOW                                        Daniel Kahneman The mind is divided into two systems:    – ...
DATA
DRINKING FROM THE FIRE HOSE                      Frank & MagnoneYou can avoid drowning in data by  asking seven simple que...
DRINKING FROM THE FIRE HOSE                               Frank & Magnone Spray and Pray is too common Seven questions b...
CREATIVITY
IMAGINE                                       Jonah Lehrer        Ideas come from sheerpersistence, but only when we relax...
IMAGINE                                                    Jonah Lehrer Muses, higher powers and creative ‘types’ are  my...
INSANELY SIMPLE                                   Ken SegallWork as hard as you can to make everything as simple as it can...
INSANELY SIMPLE                                               Ken Segall   Think brutal   Think small: small groups get ...
ORGANISATION
READ THIS BEFORE YOUR NEXT MEETING                       Al PittampalliReducing the number and length of meetings increase...
READ THIS BEFORE YOUR NEXT MEETING                          Al Pittampalli Traditional meetings create a culture of  comp...
RULES OF ENGAGEMENT•   Be inquisitive•   Make the time•   Understand the lines of argument•   Take a view•   Inform your w...
KEVIN DUNCAN                    07979 808770kevinduncan@expertadvice.co.uk          Twitter: @kevinduncan       www.greate...
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Greatest Hits of 2012

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12 examples of 2012 books summarised and explained. A taster for Kevin to speak or train. Visit greatesthitsblog.com

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Greatest Hits of 2012

  1. 1. TWELVE FROM 2012
  2. 2. WHAT IS IT?• A library of 200 books• A blog• A series of printed books• A pair of apps• One-page summaries• One-sentence summaries• A rich source of ideas
  3. 3. THE BIG THEMES
  4. 4. ANTIFRAGILE Nassim Nicholas TalebAntifragile things get stronger when subjected to stress and tension, whereas fragile things break and robust ones simply stay the same.
  5. 5. ANTIFRAGILE Nassim Nicholas Taleb Procrustean bed: retrofitting causes Fragilistas: cause fragility by thinking they understand Barbell strategy: safe and speculative extremes Ludic fallacy: mistake experiments with real world Turkeys and inverse turkeys Green lumber fallacy: unnecessary knowledge Extremistan: impact of a single observation Iatrogenics: harm done by the healer Agency problem: manager is not true owner Black swan errors
  6. 6. BUSINESS STRATEGY
  7. 7. GREAT BY CHOICE Jim Collins Great companies thrive despite uncertainty, chaos and luck by deploying fanatic discipline,empirical creativity, and productive paranoia.
  8. 8. GREAT BY CHOICE Jim Collins 10Xers companies have beaten their industry by a minimum of ten times over 15 years. Their characteristics are:  Fanatic discipline – considered decisions with clear constraints  Empirical creativity – as opposed to uncalibrated cannonballs  Productive paranoia – being hypervigilant by constantly zooming in and out (detail v. big picture) Do the 20 Mile March Fire bullets, then cannonballs
  9. 9. WILFUL BLINDNESS Margaret Heffernan We become blind to the truthbecause we are hard wired to stickto what we know best, and we then unwittingly use a range of techniques to persuade ourselves it’s okay.
  10. 10. WILFUL BLINDNESS Margaret Heffernan Affinity Love is blind Dangerous convictions Mental limits The ostrich instruction Just following orders Out of sight, out of mind Structured dissonance Cassandra whistleblowers
  11. 11. TELL THE TRUTH Unerman & Salem Baskin In an age of information overload,the most effective way for a brand to stand out is to tell the truth.
  12. 12. TELL THE TRUTH Unerman & Salem BaskinContent: Acknowledge reality Deliver real change to services and company structure Take consumers on the brand truth journey Enlist third-party advocatesContext: Be close Find a Truth Turning Point Use point-of-action media Leverage routine
  13. 13. THE ONLINE WORLD
  14. 14. THE FILTER BUBBLE Eli Pariser You can get stuck in a static, ever-narrowing version of yourself – a filter bubble – if you are unaware of theway in which the internet filters your search information.
  15. 15. THE FILTER BUBBLE Eli Pariser A filter bubble is the unique universe of information for each of us that only we see. It has three main characteristics: – 1. You’re alone in it – 2. It’s invisible – 3. You don’t choose to enter it You can get stuck in a static, ever-narrowing version of yourself – an endless You-loop. We could be giving ourselves a ‘global lobotomy.’ The headline that has everything: “Woman in sumo wrestler suit assaulted her ex- girlfriend in gay pub after she waved at a man dressed as a Snickers bar.”
  16. 16. DIGITAL VERTIGO Andrew Keen Today’s online social revolution isdividing, diminishing and disorienting us - the more electronicallyconnected we become, the lonelier we seem to be.
  17. 17. DIGITAL VERTIGO Andrew Keen Stuck between internet longings for community and powerful desire for online individual freedom. The more electronically connected we become, the lonelier we seem to be. “I update, therefore I am.” For extreme users, their internet profile has become their raison d’etre. Information narcissists uninterested in anything ‘outside ourselves’. Engaged in an Age of Great Exhibitionism. Human implications of Cult of the Social? What happens to privacy when everyone is subject to frictionless sharing in a transparent network?
  18. 18. GROUPED Paul AdamsSmall groups of friends are the key to influence on the social web.
  19. 19. GROUPED Paul Adams Social networks not new, social web here to stay. Sharing is a means to an end – it makes life easier. Our social networks are made up of small independent groups, connected through us. The people closest to us have disproportionate influence over us. When spreading ideas, network structure is more important than characteristics of the individuals. How we behave is learned from observing others. Many decisions made by nonconscious, emotional brain - 200,000 times conscious brain capacity. We’re wired to avoid trying new things - habit bias. People turn to their friends for information
  20. 20. BEHAVIOURAL ECONOMICS
  21. 21. THINKING FAST AND SLOW Daniel KahnemanBe aware that your brain has twosystems – fast intuition and slowerconscious thought – and allow forthese when looking at decisions.
  22. 22. THINKING FAST AND SLOW Daniel Kahneman The mind is divided into two systems: – System 1: makes fast, intuitive decisions based on associative memory, vivid images and emotional reactions. – System 2: slower, conscious, hard thought – more rational but frequently overridden. WYSIATI (What You See Is All There Is): jumping to conclusions based on limited evidence. Affect heuristic: making judgements based on emotions: (How do I feel about?) is a surrogate for a harder question (What do I think about it?). Premortem: just before committing to something important, imagine it’s a year on and it was a disaster - write a short history of what happened.
  23. 23. DATA
  24. 24. DRINKING FROM THE FIRE HOSE Frank & MagnoneYou can avoid drowning in data by asking seven simple questions.
  25. 25. DRINKING FROM THE FIRE HOSE Frank & Magnone Spray and Pray is too common Seven questions based on discovery, insight, and delivery:  1. What is the essential business question?  2. Where is your customer’s North Star?  3. Should you believe the squiggly line?  4. What surprised you?  5. What does the lighthouse reveal?  6. Who are your swing voters?  7. The three Ws: What? So what? Now what?
  26. 26. CREATIVITY
  27. 27. IMAGINE Jonah Lehrer Ideas come from sheerpersistence, but only when we relax, so if you work hard enough on something, and focus on not beingfocused, there will eventually be an unconcealing.
  28. 28. IMAGINE Jonah Lehrer Muses, higher powers and creative ‘types’ are myths Creativity is not a ‘gift’ that only some possess – it’s a catch-all for distinct thought processes that we can all learn to use more effectively. It’s only after we’ve stopped searching for an answer that it arrives. Breakthroughs follow a ‘stumped phase’. Trying to force insights can often prevent them– ideas arrive when the mind is distracted or relaxed. Focus on not being focused. Ideas occur best in ‘third places’ – neither the home nor the office.
  29. 29. INSANELY SIMPLE Ken SegallWork as hard as you can to make everything as simple as it can possibly be.
  30. 30. INSANELY SIMPLE Ken Segall Think brutal Think small: small groups get more done Think minimal: just communicate one thing Think motion: momentum is crucial to projects Think iconic: essence in a conceptual image Think phrasal: use short simple words Think casual: no big company thinking and process Think human: be true to your feelings Think sceptic: expect negative first reactions of Think war: extreme times call for extreme measures
  31. 31. ORGANISATION
  32. 32. READ THIS BEFORE YOUR NEXT MEETING Al PittampalliReducing the number and length of meetings increases productivity.
  33. 33. READ THIS BEFORE YOUR NEXT MEETING Al Pittampalli Traditional meetings create a culture of compromise and kill our sense of urgency.  1. Meet only to support a decision that has already been made  2. Move fast and end on schedule  3. Limit the number of attendees  4. Reject the unprepared  5. Produce committed action plans  6. Refuse to be informational. Reading the memo beforehand is mandatory  7. Work alongside brainstorms, not against them
  34. 34. RULES OF ENGAGEMENT• Be inquisitive• Make the time• Understand the lines of argument• Take a view• Inform your work• Enjoy the debate
  35. 35. KEVIN DUNCAN 07979 808770kevinduncan@expertadvice.co.uk Twitter: @kevinduncan www.greatesthitsblog.com

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