In “The Dance of the Possible,” Scott Berkun outlines four tests for understanding the real work involved to translate observations and creative insight into a solution. […]
The following is an edited version of a recent online conversation I had with a team of bootstrappers about how to make their product attract early adopters. […]
When John Perry Barlow turned 30 in 1977 he wrote a set of 25 “Principles of Adult Behavior” that he asked his friends to hold him accountable to. Here are a few I want to incorporate into my life. […]
Here are seven sets of insights from “Organize for Complexity” by Niels Pflaeging that I found useful for entrepreneurs who scaling their startup and intrapreneurs who are driving change in large organizations. […]
In February 2010 Derek Sivers gave a great talk on “How to Start a Movement” that offered some important tips for leaders and but offered the surprising conclusion that concluded that the most important and underappreciated key to a successful movement was the follower’s courage to follow and ability to [...]
This is a first pass at development dependency “pinwheel” model for intrapreneurs fostering new capability development and executives adjusting a product roadmap for development risk. […]
Some models I like for change management in organizations. Startup entrepreneurs frequently have to navigate the challenges managing change as a part of the sales process. Intrapreneurs should find this list useful as well. I welcome any suggestions for additions, refinements, or improvements. […]
Things I have learned from my children: “fall down seven times, stand up eight”, athletic ability flows from practice, and patience. […]
Today many change initiatives (and new software sales almost always involve the key elements of a change initiative) rely on interviews and replicating the results from an existing “manual system.” Processes mining tools and techniques will play an important role here. […]
"It had taken him a while to decode it [...] but he’d eventually figured out that this, in the end, was the reason that Corporation 9592 had no choice but to keep him around. Every other thing that he had done for the company [...] could be done better and [...]