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The prosperity we mourn as stolen was never the economy's natural state. It was a dividend paid out of a world in ruins. An essay on why we keep misreading the present, and what it means to see clearly where we actually stand.
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Every career is ultimately shaped by a series of decisions that make up a chronology of roles informed by the architecture of choices beneath them. Having worked closely with professionals across industries and career stages, I’ve seen that the most resilient and meaningful trajectories aren’t built by accumulating
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From the Foreword to Amusing Ourselves to Death: Public discourse in the age of show business (20th anniversary edition, by Neil Postman, Penguin Books 2006. First edition published in 1985. But we had forgotten that alongside Orwell's dark vision, there was another--slightly older, slightly less well-known,
EME
But I actually think stock and flow is a useful metaphor for media in the 21st century. Here’s what I mean: I’m not saying you should ignore flow! This is no time to hole up and work in isolation, emerging after years with your work in hand. Everybody
leadership
An excellent article from Ed Yong ((https://www.theatlantic.com/health/archive/2020/09/pandemic-intuition-nightmare-spiral-winter/616204/, accessed 200911)) begins like this: Army ants will sometimes walk in circles until they die. The workers navigate by smelling the pheromone trails of workers in front of them, while
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Despite the increasing need for these workers, home health aides and personal care aides typically earn less than $12 per hour. And they are overwhelmingly women of color, and disproportionately black women: 87 percent of paid adult care workers are women, compared with 46 percent of nondomestic workers, and about
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We're at the end of Week 3. We made it through another week! I say "made it through" because there is nothing usual about these times. Almost 10 million people filed unemployment clams in the last two weeks. 24% of SMEs have shut down temporarily in
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On the last day of class, Clayton Christensen, a Harvard Business School professor, asks his students to turn those theoretical lenses on themselves to find cogent answers to three questions: Second, how can I be sure that my relationships with my spouse and my family become an enduring source of
EME
... any more than finding a recipe will make you a great cook. Bill Bennett reflects on the writings of Alfred North Whitehead on learning. He ends up dismissing the pursuit of "best practices" as secrets to success in favor of a culture of discovery: * Design your organization so
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The theory of disruptive innovation was introduced in the Harvard Business Review in 1995 and it has since become part of common business parlance. Twenty years after the publication of the original article, Clayton Chistensen, Michael Raynor, and Rory McDonald present a state of the art in a recent HBR
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Jason Fried via Fast Company on what matters: Are you profitable?Are you building something great?Are you taking care of your people?Are you treating your customers well? Turning in a profit while building something great in the service of your customers and your people. That's as
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Roger Martin illustrates the difference between Mintzberg's emergent strategy and deliberate strategy: Every company has a strategy. Whether it 'does strategy' explicitly or not, the choices that it makes on a daily basis result in the company operating on some part of the playing field (i.