We spend more time working than doing anything else in life. Yet for too many people, the experience of work is demotivating and dehumanizing.
I don’t think it has to be this way, and I’m willing to bet you don’t either.
At Google, we’ve learned a ton about what makes for an enjoyable and productive workplace. We’re not alone – lots of other companies, ranging from grocers (e.g., Wegmans) to textile companies (e.g., the Brandix Group) to Brooklyn delis (e.g., Russ & Daughters), as well as academics and scientists, have learned the same simple truth: there are straightforward things we can do to make work better.
My new book, "Work Rules!", is an attempt to bring this together and offer you practical tools to improve work, no matter what you do. Check out this visual preview of the book and visit www.workrules.net if you’d like to pick up a copy or learn more!
20 quotes from Larry Page...Just analyzing Larry Page’s quotes from the past ten years is a guidebook for “billion person success” and for personal success.
Submitting to Low-Fidelity User Research: a PrimerIan Fitzpatrick
A brief presentation made on March 12, 2014 to residents of the Harvard Innovation Lab during an evening workshop at the Almighty offices in Allston, Massachusetts.
Local Gov2.0: Transforming Local Government With Social Media and Web 2.0 Symphony3
A presentation to the Australian Local Government Financial Professionals association on the benefits to local government when social media is correctly implemented. Provides a framework and roadmap for implementation and case studies
We spend more time working than doing anything else in life. Yet for too many people, the experience of work is demotivating and dehumanizing.
I don’t think it has to be this way, and I’m willing to bet you don’t either.
At Google, we’ve learned a ton about what makes for an enjoyable and productive workplace. We’re not alone – lots of other companies, ranging from grocers (e.g., Wegmans) to textile companies (e.g., the Brandix Group) to Brooklyn delis (e.g., Russ & Daughters), as well as academics and scientists, have learned the same simple truth: there are straightforward things we can do to make work better.
My new book, "Work Rules!", is an attempt to bring this together and offer you practical tools to improve work, no matter what you do. Check out this visual preview of the book and visit www.workrules.net if you’d like to pick up a copy or learn more!
20 quotes from Larry Page...Just analyzing Larry Page’s quotes from the past ten years is a guidebook for “billion person success” and for personal success.
Submitting to Low-Fidelity User Research: a PrimerIan Fitzpatrick
A brief presentation made on March 12, 2014 to residents of the Harvard Innovation Lab during an evening workshop at the Almighty offices in Allston, Massachusetts.
Local Gov2.0: Transforming Local Government With Social Media and Web 2.0 Symphony3
A presentation to the Australian Local Government Financial Professionals association on the benefits to local government when social media is correctly implemented. Provides a framework and roadmap for implementation and case studies
Create or consume – the digital future of work; claude ritter @ year of the r...Year of the X
Technological advances, i.e. quantum computing, robotics, AI, etc., mean that we need fewer and fewer people who do a real job. In the end, we will come to a point where, in principle, there are only two types of people: people who are creators and who build technology. And then there are people who only […]
Design can lead companies and organisations to avoid the trap of becoming evil. In this presentation I describe how, by defining the problems and suggesting a solution.
Just as with fast food and slow food, there is now a desire for a slow web. More sustainable, with more unwired time, where we are more aware of our choices and with lots of eco and green accents. In an age where we spend more of our waking hours 'plugged in' than not, we need to question how email, tweets and text messages interfere with our need for unwired time. Can a constant connection really help us to thrive in the digital age? The slow web also enables us to launch new initiatives to create a better future. Noodle economics, self sustainability and hyperlocal communities are all made possible thanks to the internet. There is a new generation willing to get rich the slow way. A generation that wants to contribute something to the world other than the next big marketing trick in town. And this at last will make us shift from ego systems to eco systems. Timely not real-time. Rhythm not random. Moderation not excess. Knowledge not information. These are a few of the many characteristics of the slow web. It’s not so much a checklist as a feeling, one of being at greater ease with the web-enabled products and services in our lives. If you can’t recall a few screen-free hours, or if you want to make web a more sustainable place, you might be in dire need of a talk about the slow web movement.
Manesh Arora I Why I Left Google I InternMatch FYFLooksharp
Manees Arora presents as Part of our FYF series: http://bit.ly/kxqzZl
Maneesh shares career advice and why he left Google then Zynga to start his own company, and explore new opportunities.
People-Centric vs. Content-Centric: The Copernican Revolution to be a Social ...Louis Richardson
We're all heavily invested in managing our content, but we still have significant business problems we can't address. Consider a new perspective...a people centric one.
De jeugd van tegenwoordig bruist van sociaal ondernemerschap, deelt haar ideeën en is ecologisch bewust.
Met plekken als MakerLabs, technologieën als 3D printen en gedachtengoed als building with nature heb je de perfecte cocktail voor een generatie die het verschil zal maken.
Wat is je excuus om geen dingen te bedenken en ze vervolgens te beginnen bouwen?
Dankzij het internet of things, crowd sourcing en micro-productie kan vandaag iedereen een ondernemer zijn.
De maker movement hertekent niet alleen onze economische modellen, maar ook de manier waarop we kennis delen, ondernemen en produceren.
Presentation by Dave Briggs, Digital Enabler and Conference Chair at the PSFBuzz North East social media conference for local government, 7 July 2009, Newcastle. A Public Sector Forums conference.
This ebook compiles awesome outtakes from SXSW2015. Written by @Briansolis and illustrated by @gapingvoid, it captures why you should be very sorry you failed to get to Austin this year:)
This is another in our series of ebooks that can make your ideas come alive.
Bob Sutton author of "Scaling Up Excellence" & “Good Boss Bad Boss” says. “But, if you want to see real innovation, often you have to hire defiant rule-breakers who don’t think much of corporate culture.”
How to cultivate Positive Deviants in your organization who can drive the change and innovation you need to keep your business ahead in the market.
Create or consume – the digital future of work; claude ritter @ year of the r...Year of the X
Technological advances, i.e. quantum computing, robotics, AI, etc., mean that we need fewer and fewer people who do a real job. In the end, we will come to a point where, in principle, there are only two types of people: people who are creators and who build technology. And then there are people who only […]
Design can lead companies and organisations to avoid the trap of becoming evil. In this presentation I describe how, by defining the problems and suggesting a solution.
Just as with fast food and slow food, there is now a desire for a slow web. More sustainable, with more unwired time, where we are more aware of our choices and with lots of eco and green accents. In an age where we spend more of our waking hours 'plugged in' than not, we need to question how email, tweets and text messages interfere with our need for unwired time. Can a constant connection really help us to thrive in the digital age? The slow web also enables us to launch new initiatives to create a better future. Noodle economics, self sustainability and hyperlocal communities are all made possible thanks to the internet. There is a new generation willing to get rich the slow way. A generation that wants to contribute something to the world other than the next big marketing trick in town. And this at last will make us shift from ego systems to eco systems. Timely not real-time. Rhythm not random. Moderation not excess. Knowledge not information. These are a few of the many characteristics of the slow web. It’s not so much a checklist as a feeling, one of being at greater ease with the web-enabled products and services in our lives. If you can’t recall a few screen-free hours, or if you want to make web a more sustainable place, you might be in dire need of a talk about the slow web movement.
Manesh Arora I Why I Left Google I InternMatch FYFLooksharp
Manees Arora presents as Part of our FYF series: http://bit.ly/kxqzZl
Maneesh shares career advice and why he left Google then Zynga to start his own company, and explore new opportunities.
People-Centric vs. Content-Centric: The Copernican Revolution to be a Social ...Louis Richardson
We're all heavily invested in managing our content, but we still have significant business problems we can't address. Consider a new perspective...a people centric one.
De jeugd van tegenwoordig bruist van sociaal ondernemerschap, deelt haar ideeën en is ecologisch bewust.
Met plekken als MakerLabs, technologieën als 3D printen en gedachtengoed als building with nature heb je de perfecte cocktail voor een generatie die het verschil zal maken.
Wat is je excuus om geen dingen te bedenken en ze vervolgens te beginnen bouwen?
Dankzij het internet of things, crowd sourcing en micro-productie kan vandaag iedereen een ondernemer zijn.
De maker movement hertekent niet alleen onze economische modellen, maar ook de manier waarop we kennis delen, ondernemen en produceren.
Presentation by Dave Briggs, Digital Enabler and Conference Chair at the PSFBuzz North East social media conference for local government, 7 July 2009, Newcastle. A Public Sector Forums conference.
This ebook compiles awesome outtakes from SXSW2015. Written by @Briansolis and illustrated by @gapingvoid, it captures why you should be very sorry you failed to get to Austin this year:)
This is another in our series of ebooks that can make your ideas come alive.
Bob Sutton author of "Scaling Up Excellence" & “Good Boss Bad Boss” says. “But, if you want to see real innovation, often you have to hire defiant rule-breakers who don’t think much of corporate culture.”
How to cultivate Positive Deviants in your organization who can drive the change and innovation you need to keep your business ahead in the market.
Web Site 101 was a presentation by Eric J. Gruber to a group who knew practically nothing about how to get a web site online. I hope you find it useful.
Every startup begins with an idea. This is a talk on how to come up with startup ideas and how to use validation to pick the ones worth working on. It's based on the book "Hello, Startup" (http://www.hello-startup.net/). You can find the video of the talk here: https://www.youtube.com/watch?v=GkmiE8d_5Pw
31 Tricks That Might Just Get You Out Of The Office On Time
Who doesn’t want to get more done in less time?
For all the people who find that all the hours in the day aren’t enough to get done all the tasks on their to-do list, any trick to milk out of the day one more completed task is gold.
Drawing on the wealth of work management tips on the Talking Work Blog and the knowledge of other experts, we’ve amassed a list of 31 productivity tips so powerful, you just might leave the office on time…
Boom! How to create attention when nobody knows your startup yetSebastian Rumberg
These are the slides from a workshop that we gave at The Family in their new office in Berlin in front of founders, developers and startup people. The workshop was an introduction to creative PR efforts for startups and founders. The slides are a collection of approaches and concepts that have changed in PR over time thanks to the rise of growth hacking, online communities, and what not.
Please let me know what you think. I'm always happy to hear feedback and more ideas of what worked for others.
Think you don’t have enough time for watchdog journalism? Get practical advice for creating a newsroom culture that values public service and accountability reporting, no matter the staff size. This presentation by Amy Chance, political editor for The Sacramento Bee, is accompanied by a handout -- Time-management tips for journalists -- by Linda Austin, NewsTrain project co-director. For more information on the News Leaders Association's NewsTrain, please see https://www.newsleaders.org/newstrain.
Finding Your Work Sweet Spot - Genuine Interest, Skills & OpportunityUpskilled
In a perfect world, every one of us would get paid doing something we truly love to do. We’d wake up in the morning feeling fulfilled because our vocation is one that we are interested in, that we have the skill set for, and that allows us room to grow and expand. Unfortunately, it’s not, which is something that Scott Belsky, co-founder of Behance, bestselling author of Making Ideas Happen, and Adobe’s Vice President of Community, wants to remedy. Belsky believes that each person has a work “sweet spot,” or the intersection between Genuine Interest, Skills, and Opportunities. It is in this area that we can truly maximize our potential for creative greatness. Finding this place of productivity will also enable you to lead others to the same area.
Case Number 39Andy Grove of Intel Entrepreneur Turned Executive.docxjasoninnes20
Case Number 39
Andy Grove of Intel: Entrepreneur Turned Executive
Andy Grove, one of the three founders of Intel Corporation, was asked three questions by Peter F. Drucker in a 1986 interview. The three questions appear below along with Dr. Grove’s responses.
QUESTION 1
If there were one thing to tell a young man or woman who starts out with their own new business and wants to build it, what is the one absolutely essential thing you would tell them?
If I had one shot at getting something into a person’s mind or heart in this situation, it would be the concept of submerging their own self and putting it behind the interests of the enterprise. They should not put themselves ahead of the enterprise. And I can’t say that emphatically enough. Whatever problems I have seen all come from people wanting to succeed personally, wanting to be right personally, wanting to win an argument personally, wanting an organization change to propel them ahead personally, without considering what impact that desire or that change has on the organization.
Particularly when you are in the small boat with a number of other people—close proximity and pressures are high and tension is high. Getting into the people’s mind that you won’t get there any faster by positioning yourself at the bow of the boat; you’ll only get there faster if you row faster and move the boat forward. If you can get this into the founding people’s hearts and minds, you have won automatically the majority of the battles that will come up.
The only thing that matters is the enterprise. You cannot succeed if the enterprise does not succeed. And if the enterprise succeeds, there will be enough success to go around and you’ll get your share. So, my admonishment to any person in that situation is, Don’t put your ego ahead of the enterprise, because you will lose. What is right matters, not who is right.
QUESTION 2
What did you have to learn to do and what did you have to learn not to do at the beginning, when the three of you sat down and began to build the company and the business? And then how did this change once the company was successful and very large?
The job [initially] was very simple conceptually. You needed to do a certain number of things today, a certain number of things tomorrow, and a certain number of things by the end of the month. And unlike in a company like Intel today, where we are very preoccupied with the process of how to do things, we knew what to do and somebody went and did it.
This lack of interest in the process of how you are doing things started to give way to more thought to the [formal] process maybe about three years into the life of the company. For the first three years, there was no game plan; people just did things that they were naturally attracted to, and very rarely did they collide. We only hired people with very specific skills; there was no training involved. We were concerned with people right from the very beginning of the company. The nature of the con ...
There are plenty of office etiquette lessons every employee should be cognizant of. From spreading too much gossip to talking too loudly around other co-workers, there are a host of mistakes that do nothing more than slow down everyone's day. See which mistakes made the list and what you can do to keep them from happening at your company.
STRATEGYLeadershipLighting a fire under theniWhy urgen.docxcpatriciarpatricia
STRATEGY
Leadership
Lighting a fire under theni
Why urgency—not panic—is the key
to getting ahead in a recession
John Kotter got an enviable—if
unintentional—endorsement when
then-candidiitc liarack Obama began
inserting the phrase it sense ofurgeney
into his comments about the economy.
A Sense ofUrgeney (Harvard Business
Press, 2008) is the title of Kotter s
latest book on fostering change in
organizations—a subject the Harvard
Business School professor has owned
since publishing the seminal Leading
Change, in 1996.
Kotter believes there arc two kinds
of urgency—and, like cholesterol, one
is good and one is bad. The good kind
is characterized by constant scrutiny of
external promise and peril. It involves
relentless focus on doing only those
things that move the business forward in
the marketplace and on doing them right
now, if not sooner. 'I'he bad kind—to
which many companies have recently
succumbed^—is panic driven and charac-
terized by breathless activity that winds
up prodticing nothing demonstrably new,
Kotter advises leaders to stamp out
the bad urgency, which demoralizes and
drains people, and use the^—tiare we say
it?—opportunity of the economic crisis
to remake their organizations with a lean
and hungry look. And he encourages
them to sustain that newfound urgency
even when flush times return. Editor-at-
large I.eigh Fiuchanan spoke with Kotter
about his urgent call to urgency.
Samue! Johnson said nothing focuses
the mind like a hanging. Has that
happened with the recession? Has
it focused the minds of company
leaders and created the sense of
urgency you advocate?
1
Relentless Leadership guru John Kotter, author of 4 Sense oí Urgency,
says you should be doing something right now, today this very moment,
to move your company forward.
I wish that it had. Many companies
probably think they're responding with
urgency, and there are certainly a lot ot
people running aroujid tr)ing to come up
with solutions. But most ofthat activity is
going to be ineffectual, because it is driven
by a fear of losing. It's not that gut-level
determination to win and to make abso-
lutely sure that they do something every
single day to keep pushing that goal
forward. That's true urgency.
How can you distinguish good urgency
fronn bad urgency?
There are lots of signs of false urgency.
Frenetic activity. Everyone is exhausted,
working 14-hour days. One red flag is
how difficult it is to schedule a meeting.
With true urgency, people leave lots of
white space on their calendars, because
they recognize that the important
stuft^—the stuff they need to deal with
immediately—is going to happen. If
8 6 . I N C SEPTEMBER 2009 PHOTOGRAPH BY ADAM AMENGUAL
STRATEGY
you're overbooked, you can't manage
pressing problems or even recognize
they're pressing until tot) late.
People think that in urgent situations,
they're expected to take on Enore and
more. They're worried about keeping
their jobs, so they try to demonstrate
their value hy being incredihh' b.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
2. Workers are busier these days … 2.8 percent increase in productivity 4.0 percent increase in output 1.1 percent more hours “This gain in productivity from the same quarter a year ago was the largest since output per hour increased 6.1 percent over the four-quarter period ending in the first quarter of 2002.” - June 3, 2010, Productivity and Costs, First Quarter 2010, Revised, U.S. Bureau of Labor Statistics
3. … and some are getting out “More U.S. workers quit their jobs than were laid off in March … a sign of employees' growing confidence that more positions are becoming available in a slowly recovering job market.” - May 12, 2010, More Workers Quit Than Were Laid Off in March, The Wall Street Journal “A lead culprit for workers' plans to move on? The lingering effects of cost-cutting and downsizing. A workforce that's lived with higher workloads and no corresponding rise in wages is an unhappy one.” - May 25, 2010, Employers, prepare for IT worker exodus, InfoWorld
9. Your inbox is a timewaster Sample autoresponder: “Because of a heavy workload today, I will only be checking e-mail at 11 a.m. and 4 p.m. “If you have an emergency, please call (785) 555-5555.” While this autoresponder is on, consider shutting off e-mail entirely.
11. Meetings are toxic They’re usually about words and abstract concepts, not real things. They usually convey an abysmally small amount of information per minute. They easily drift off-subject easier than a Chicago cab in a snowstorm. They require thorough preparation that most people don’t have time for. They frequently have agendas so vague that nobody is really sure of the goal. They often include at least one moron who inevitably gets his turn to waste everyone’s time with nonsense. Meetings procreate. One meeting leads to another meeting leads to another … 2010, Productivity, Rework by Jason Fried and David Heinemeier Hansson
12. Meetings are expensive “When you think about it, the true cost of meetings is staggering. Let’s say you’re going to schedule a meeting that lasts one hour, and you invite 10 people to attend. That’s actually a 10-hour meeting, not a one-hour meeting. You’re trading 10 hours of productivity for one hour meeting of time.” 2010, Productivity, Rework by Jason Fried and David Heinemeier Hansson
13. Rules for meetings Set a timer. When it rings, meeting’s over. Period. Invite as few people as possible. Always have a clear agenda. Begin with a specific problem. Time is money. No, seriously. This is the Bring TIM meeting clock, available at http://www.bringtim.com. 2010, Productivity, Rework by Jason Fried and David Heinemeier Hansson
15. Creative people can be chaotic “Especially in creative industries, [designers] are probably some of the most disorganized teams and individuals on the planet.” - Scott Belsky, CEO of Behance, March 3, 2009, VentureBeat Think “happy organization” thoughts.
16. Keep short deadlines “Work expands so as to fill the time available for its completion.” - Parkinson’s Law, by Cyril NorthcoteParksinson, British naval historian and author
17.
18. MULTITASKING IS DEAD “… you should have, at most two primary goals or tasks per day. Do them separately from start to finish without distraction.” - 2009, Step II: E is for Elimination, The Four-Hour Workweek by Tim Ferris “Long lists are guilt trips. The longer the list of unfinished items, the worse you feel about it. At at a certain point, you just stop looking at it because it makes you feel bad. Then you stress out and the whole thing turns into a big mess.” - 2010, Productivity, Rework by Jason Fried and David Heinemeier Hansson
19. Get organized Creativity X Organization = Impact 100 X 0 = 0Loads of ideas, but highly disorganized. 50 X 2 = 100Less creative but because of stellar organization skills will make a greater impact than the disorganized geniuses among us. - 2010, The Competitive Advantage of Organization, Making Ideas Happen by Scott Belsky
21. Books Tools The Four-Hour Workweek by Tim Ferris Making Ideas Happen by Scott Belsky The Pomodoro Technique by Francesco Cirillo Rework by Jason Fried and David Heinemeier Hansson Action Method: http://actionmethod.com Basecamp: http://basecamphq.com Bring TIM meeting clock: http://www.bringtim.com Inbox Zero video: http://inboxzero.com/video/