To Do Or Not To Do?

I rec­og­nize myself in the bul­let points pre­sent­ed by the author. Often, when I feel that my work and per­son­al life has become a web of per­plex­i­ty, I often think of that sports­wear ad that advis­es, “Just do it.” Only, in my head, I say to myself, “Just do some­thing!” Not doing some­thing seems like a dere­lic­tion of my duty as a human being. Or, as Steven and Diana note when they describe how inac­tion feels, most times, for most peo­ple. “It is nat­ur­al to asso­ciate Not Doing with…”

In Sports, Big Data Is A Big Pain

As some­one who was raised to appre­ci­ate the psy­chol­o­gy of the game of base­ball, any automa­tion of the game hurts. To my mind, big data and ana­lyt­ics mat­ter, yet often a base­ball player’s per­for­mance is affect­ed more by human inputs such as emo­tion. Noth­ing can boost a hitter’s bat­ting aver­age than a home cooked meal or a vis­it from fam­i­ly or friends.

Coming: History’s Longest Unemployment Line?

In no way do I want to dis­count the work­place trau­ma that is here to stay as com­pa­nies of every size invest in new tech­nolo­gies. The work world is going through major change, and peo­ple will be affect­ed. Yet, my opti­mism remains string that oppor­tu­ni­ties will emerge from these sub­stan­tial threats to our liveli­hoods — if we can think clear­ly and oper­ate today with a fore­sense of what is com­ing tomor­row.

An Entrepreneurial Religion?

Ries is, at every turn, mea­sured and ratio­nal in this book. But his over­all style tru­ly suc­ceeds in mak­ing the read­er feel that the heavy weight of the sta­tus quo of big com­pa­nies can be light­ened as those man­ag­ing those com­pa­nies become more enlight­ened. Were the world to believe in entre­pre­neur­ship as deeply as some believe in tra­di­tion­al reli­gions, it’s just pos­si­ble that this new year could change jobs and com­pa­nies, peo­ple and soci­eties, lead­ers and fol­low­ers.

Revolution In The Air

So we must be care­ful. We must be care­ful that our human­i­ty is not swamped by the dig­i­tal rev­o­lu­tion. I thought, maybe we should need a char­ter for human­i­ty that peo­ple can hang onto as they organ­ise their cor­po­ra­tions. And I thought, that’s not enough. Actu­al­ly, we need a cul­tur­al rev­o­lu­tion. We need to rethink how busi­ness­es, par­tic­u­lar­ly, but all organ­i­sa­tions are actu­al­ly run. And why they are run. And what is the pur­pose of busi­ness.” (Charles Handy)

Think Global, Innovate Local

Glob­al needs. I find very few who are will­ing to view their own busi­ness­es via that unique lens. And while there are com­pa­nies ded­i­cat­ed to such a point of view, not that many cor­po­ra­tions are will­ing to think along these lines.

The Future of Driving Is Electric

The notion of get­ting out in front of change and using it as a cat­a­lyst for reori­ent­ing, first, your com­pa­ny and, even­tu­al­ly, an entire indus­try may seem daunt­ing, but it is absolute­ly essen­tial to lead­er­ship.

New Next Now (Trends for July 2017)

New Next Now (Trends for July 2017)

So, what is the city’s game plan? Already, Dubai has made a $14 bil­lion invest­ment to estab­lish a 5,000-megawatt solar pan­el net­work that will pro­vide 25 per­cent of the city’s need­ed elec­tric­i­ty, says Blum. City lead­ers are also active­ly imag­in­ing a future defined by inno­va­tion: bio-desal­i­­na­­tion, robot­i­cal­ly main­tained indoor farms, even fly­ing cars. Min­is­ter of Cab­i­net Affairs Moham­mad Al Ger­gawi frames Dubai’s vision: “We need to think faster, and we need to rein­vent every sin­gle prod­uct.”

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Are humans really necessary?

Are humans really necessary?

The advent of more tech­nol­o­gy will mean that every busi­ness will have to go through some stormy weath­er. As we move to new tech­no­log­i­cal plat­forms, the jour­ney will test the strength of lead­er­ship wis­dom and resolve. My advice? Make sure you don’t leave behind the umbrel­la of human learn­ing.

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Pareto On Steroids

Pareto On Steroids

All the tech­nol­o­gy under the sun will not pro­duce pos­i­tive effects in and of itself. Tech­nol­o­gy needs to be accom­pa­nied first by an uncom­pro­mis­ing growth mind­set, one com­mit­ted to the con­tin­u­ous search for cus­tomer val­ue based growth oppor­tu­ni­ties. Then, tech­nol­o­gy needs a spe­cial kind of fuel to super­charge its poten­tial: the human imag­i­na­tion, which allows for a spec­trum of out­comes giv­en the nature and cir­cum­stances of the con­text.

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Leaders Take Imaginative Leaps

Leaders Take Imaginative Leaps

So, every­thing at Net­flix is per­fect, right? Time to sit back and just let the riv­er of prof­its flow, right? Wor­ry about the future of Net­flix? Waste of time. Its future is guar­an­teed. Right? For­get all that. Lead­ers are always think­ing about the future. It’s their #1 job to be able to answer (or, at least, try to answer) the core ques­tion: What’s next?

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Learn more. Dream more. Give more. Grow more.

Learn more. Dream more. Give more. Grow more.

Most peo­ple yearn to con­tribute, make the world a bet­ter place and have suc­cess… all at the same time.… Make sure to give your busi­ness a back­ground, a mis­sion and a sto­ry. That might be the most impor­tant step part of any ven­ture. And remem­ber, giv­ing may be the best invest­ment you ever make.” (Blake Mycoskie)

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from chaos to clear think­ing

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