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Daily links 06/30/2011

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  • Author: Adriana
  • Published: Jun 28th, 2011
  • Category: Stuff
  • Comments: 1

Daily links 06/28/2011

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  • hm, lots of self-tracking for not so much self-hacking….

    tags: data logging food self-tracking self-hacking boingboing

  • “To be clear, we should not fear this one patent application, but rather the larger technology that may be captured by governments and implemented in widespread standards that could have serious consequences, for example, by shutting down citizens’ ability to capture and disseminate video. The technology in this patent just may be a harbinger of that, and—for that reason—we will continue to watch it closely.”

    tags: EFF freedom internet patent Apple video censorship governments

  • tags: tor EFF freedom internet distributed politics

  • nice article, well spelled out. thanks to @alecmuffett for forwarding

    tags: DRM-free app-store lock-in Register apple

  • this is worth reading… despite it’s being  McKinsey

    tags: mckinsey strategy

    • Bad strategy ignores the power of choice and focus, trying instead to accommodate a multitude of conflicting demands and interests. Like a quarterback whose only advice to his teammates is “let’s win,” bad strategy covers up its failure to guide by embracing the language of broad goals, ambition, vision, and values. Each of these elements is, of course, an important part of human life. But, by themselves, they are not substitutes for the hard work of strategy.
    • Heavy with goals and slogans, governments have become less and less able to solve problems. Corporate boards sign off on strategic plans that are little more than wishful thinking. The US education system is rich with targets and standards but poor at comprehending and countering the sources of underperformance.
    • If the challenge is not defined, it is difficult or impossible to assess the quality of the strategy. And, if you cannot assess that, you cannot reject a bad strategy or improve a good one.
    • The reference to “pushing until we get there” triggered in my mind an association with the great pushes of 1915–17 during World War I, which led to the deaths of a generation of European youths. Maybe that’s why motivational speakers are not the staple on the European management-lecture circuit that they are in the United States. For the slaughtered troops did not suffer from a lack of motivation. They suffered from a lack of competent strategic leadership. A leader may justly ask for “one last push,” but the leader’s job is more than that. The job of the leader—the strategist—is also to create the conditions that will make the push effective, to have a strategy worthy of the effort called upon.
    • A long list of things to do, often mislabeled as strategies or objectives, is not a strategy. It is just a list of things to do. Such lists usually grow out of planning meetings in which a wide variety of stakeholders suggest things they would like to see accomplished. Rather than focus on a few important items, the group sweeps the whole day’s collection into the strategic plan. Then, in recognition that it is a dog’s dinner, the label “long term” is added, implying that none of these things need be done today.
    • A second type of weak strategic objective is one that is “blue sky”—typically a simple restatement of the desired state of affairs or of the challenge. It skips over the annoying fact that no one has a clue as to how to get there.
    • A final hallmark of mediocrity and bad strategy is superficial abstraction—a flurry of fluff—designed to mask the absence of thought. Fluff is a restatement of the obvious, combined with a generous sprinkling of buzzwords that masquerade as expertise. Here is a quote from a major retail bank’s internal strategy memoranda: “Our fundamental strategy is one of customer-centric intermediation.” Intermediation means that the company accepts deposits and then lends out the money. In other words, it is a bank.
    • The phrase “customer-centric intermediation” is pure fluff. Remove the fluff and you learn that the bank’s fundamental strategy is being a bank.
    • Strategy involves focus and, therefore, choice. And choice means setting aside some goals in favor of others. When this hard work is not done, weak strategy is the result.
    • It is not feasible to do two separate, deep transformations of a company’s core at once.
    • Not surprisingly, the group compromised on a statement: “DEC is committed to providing high-quality products and services and being a leader in data processing.” This fluffy, amorphous statement was, of course, not a strategy. It was a political outcome reached by individuals who, forced to reach a consensus, could not agree on which interests and concepts to forego.
    • This template-style planning has been enthusiastically adopted by corporations, school boards, university presidents, and government agencies. Scan through such documents and you will find pious statements of the obvious presented as if they were decisive insights. The enormous problem all this creates is that someone who actually wishes to conceive and implement an effective strategy is surrounded by empty rhetoric and bad examples.
    • it is coherent action backed by an argument.

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Daily links 06/26/2011

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Posted from Diigo. The rest of my favorite links are here.

Daily links 06/25/2011

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Daily links 06/20/2011

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Daily links 06/18/2011

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Posted from Diigo. The rest of my favorite links are here.

  • Author: Adriana
  • Published: Jun 16th, 2011
  • Category: Stuff
  • Comments: 2

Daily links 06/16/2011

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Posted from Diigo. The rest of my favorite links are here.

Daily links 06/14/2011

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Posted from Diigo. The rest of my favorite links are here.

Daily links 06/12/2011

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Daily links 06/11/2011

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Daily links 06/10/2011

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  • Author: Adriana
  • Published: Jun 3rd, 2011
  • Category: Stuff
  • Comments: 1

Daily links 06/03/2011

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Posted from Diigo. The rest of my favorite links are here.

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