Google Analytics For Physical Environments
If you run a blog or a website, tools like Google Analytics generate loads of useful data that tells you things like where your visitors come from and how they use your website. How interesting would it be to translate that idea to an offline environment? That’s exactly what Swedish-born, Amsterdam/Berlin-based artist Jonas Lund did.
"California is often ranked among the world’s most inventive regions. But most observers miss one of the major reasons why: the absence of non-compete agreements."
And since we are set up as a specific investment fund for data & analytics (D&A) development, we can move quickly when opportunities arise. As we identify and develop advanced capabilities in D&A, we will quickly make them available through KPMG member firms around the world.
The realist, someone who calls the odds very precisely, is going to have some trouble, because the organization favors optimists, those with the ‘Can Do’ spirit. A ‘Can Do’ spirit means, among other things, that you think you can do things you cannot do.
Daniel Kahneman, Nobel Laureate in Economics, on Idea Lab
In this interview he also states that the key trait of entrepreneurs is ‘delusional optimism’.
Realists are forced out by the organizational immune system, especially when confronting senior leadership about the cognitive biases inherent in most policy setting. At the most obvious, pointing out that some initiative is based on optimistic projections will lead to the realist being sidelined as a trouble-maker intent on demotivating people.
There is no really good intervention possible to counter irrational exuberance once an elite group in an entrepreneurial organization have collectively decided to move forward. The fact that one in ten or one in a hundred turns out to create a billion dollar business justifies the waste and pain of the failed nine or ninety-nine efforts, at least in the mind of the entrepreneur.
The fast-and-loose business has room for realists, because the core foundation is about being engaged in your work, and connecting to others through a deep culture based on constant learning and adaptation. It is not about mobilizing people into collective delusional mindsets or quests. Laissez-faire management starts with an appreciation of the cognitive biases underlying group dynamics and decision making, while entrepreneurialism is based upon glorifying bias and applauds the 1% who win the gamble as triumphant geniuses, instead of just dumb luck.
No need to dig Many of Africa’s fastest-growing economies have not relied on oil or mining
Empowering the diner turns out to be one of the greatest benefits, from the restaurant’s perspective. “People who have been coming in for 20 years have told me they have always ordered the same thing,” says Martorano, “simply because they didn’t know what guanciale was or what a certain kind of pasta was.” And the menus also seem to encourage people to spend more: Since they debuted, Martorano says he has seen a 23 percent increase in sales.
Related: The NYPL Menu Collection
Cheap devices, he thinks, are often bought for children who covet a parent’s iPad. The two-car family took decades to arrive. The two-tablet family has taken three years.
Incorporating data-mining and analysis tools, Course Signals not only predicts how well students are likely to do in a particular class, but can also detect early warning signals for those who are struggling, enabling an intervention before problems reach a critical point. Results so far are impressive. According to data released by Purdue last month, six-year graduation rates are up 21.48% since the project’s start, while grades for those students who use Signals in two or more classes are improved significantly next to those who don’t.
As our business grows, it becomes increasingly necessary to delegate responsibility and to encourage men and women to exercise their initiative. This requires considerable tolerance. Those men and women, to whom we delegate authority and responsibility, if they are good people, are going to want to do their jobs in their own way.
Mistakes will be made. But if a person is essentially right, the mistakes he or she makes are not as serious in the long run as the mistakes management will make if it undertakes to tell those in authority exactly how they must do their jobs.
Management that is destructively critical when mistakes are made kills initiative. And it’s essential that we have many people with initiative if we are to continue to grow.
William McKnight, president 3M, 1948
The McKnight Principles are astonishingly contemporary, embodying the laissez-faire principles that animate the cooperative, fast-and-loose organization that I believe will dominate in the postnormal future.
As I wrote the other day,
The coming cooperative organization is scary, because it places ambiguity and uncertainty at the center of organization dynamics. It is based on not knowing exactly what to do, in a world increasingly difficult to read. It values experimentation over execution, places agility above process, and puts learning ahead of knowing. It asks more questions than it can answer, and it may not even know how to answer them.
The year is 2023, or ’33, perhaps. You’re having a rough morning. The alarm clock is silent, the coffee maker cold. Your iPyjamas, which promised to manage your routine, have let you down again. Maybe they failed to recognize your fingerprints. Never mind. via Pocket
Do you have what it takes to rank among the remarkably successful? There are people whose names are synonymous with success. These people work differently than most. Discover the habits of the most remarkably successful, and find out why those habits work.
A lot of people in our industry haven’t had very diverse experiences. So they don’t have enough dots to connect, and they end up with very linear solutions without a broad perspective on the problem. The broader one’s understanding of the human experience, the better design we will have.