“The thing I have noticed is that when the anecdotes and the data disagree, the anecdotes are usually right”
Bezos said it was important for him to stay directly connected with customers because it was easy to fall into the trap of relying too heavily on data and metrics. “I’m actually a big fan of anecdotes in business,” he said.
“UX proponents tell tall tales about how good design really takes place. Bottom-up, evidentiary design implies that the designer is ultimately unnecessary, a mere facilitator who draws out a solution from the collective… And top-down, genius design becomes indistinguishable from salesmanship. As a result, design dissolves into other, more established disciplines like business intelligence, product marketing, and corporate evangelism. It’s an error that makes good design look far easier and more replicable than it really is. And worse, it allows people to conclude that their own expertise from data analytics to advertising to illustration is a sufficient stand-in for design.”
“The faster a business grows the faster it dies also … We decided to put ourselves on a growth program … so all decisions from then on were made as if we were going to be here a hundred years from now. Slowing down the growth, saying no to a lot of opportunities and just being more responsible.” — How I Built This – Patagonia: Yvon Chouinard
Ralph Affleck is king of the maker’s movement. Watch him in action for a beautiful dose of inspiration.
— David J Bland (@davidjbland) April 9, 2015
“… It’s a pretty good test and I think this rule has served me well.” — Mark Zuckerberg
Breakthrough strategies… They rarely come from the typical strategic planning effort. Nor do they typically result from the common practice of generating and evaluating strategic options. And they certainly aren’t inspired in a traditional board offsite, executive retreat, or brainstorming session. Instead, they start with individuals working on big, specific challenges who find novel ideas in unexpected places, creatively combine them into innovative strategies, and personally take those strategies to fruition—against all odds.
“It’s people that learn. Not organizations that learn, and not systems that learn.”
— SemanticWill™ (@semanticwill) March 20, 2013
“the idea behind brainstorming is right. To innovate, we need environments that support imaginative thinking, where we can go through many crazy, tangential, and even bad ideas to come up with good ones. We need to work both collaboratively and individually. We also need a healthy amount of heated discussion, even arguing. We need places where someone can throw out a thought, have it critiqued, and not feel so judged that they become defensive and shut down. Yet this creative process is not necessarily supported by the traditional tenets of brainstorming: group collaboration, all ideas held equal, nothing judged.
“Novel ideas by themselves have no impact on society. It is their implementation that separates invention from innovation.”
We were talking “innovation” at work so I thought I would pull out this article. Innovation is such a buzz word it seems, to me at least; it loses its meaning each time it is uttered. But it’s meaning is concrete.