The New York Times has an interesting interview with Shirish Netke, who helped develop Java and who now is chief strategy officer of Aztec Software. Two quotes of note: 1. “[T]here are two aspects of the ability to innovate. One is knowing the customer. I don’t think that can be taken away from the Americans. […]
The fruits of Abundance (see entry below) are endless. Diane Court of Quickfire Productions sends this example — designer squeegees, which Cleret sells and which the New York Times calls “functional art.”
The latest example of how Abundance (See Chapter 2 of AWNM) is turning utlitarian tools into objets d’art: Frankie Flood’s designer pizza cutters: (Thanks to Steve Epstein, Boing Boing, and Gizmodo for this one.)
MBA programs are “getting extreme makeovers” reports USAToday.com. The goal of these reforms: To mint fewer left-brained technicians and more whole-minded business thinkers.
Ode — the best magazine you never heard of — discusses A Whole New Mind in its newest issue. (Learn more about Ode here.)
Yesterday I made my first visit ever to Savannah, Georgia. Two observations. First, Savannah is one of the few places I’ve been to lately that looks like itself. It has its own authentic aesthetic and personality — town squares, Spanish moss, nifty architecture — and doesn’t seem like just another incarnation of Anywhere, USA. Second,
No. You’ll find these rocking chairs next to Gate 10 at the Savannah International Airport. First came airport food that was actually edible. (Think Wolfgang Puck Pizza at Ohare.) Now perhaps we’ll start seeing airport furniture that is actually sittable.
We’ll have it soon. I promise. As someone chided me, “a blog without RSS is just a web site.” Ouch. I’m also getting beaten up over this deficiency in the comments section of TomPeters.com, where you can read a new interview about the new book.
I just heard about a fascinating new paper by the well-known German economist (well-known for German economists, that is) Armin Frank. In a recent study Frank found that the worst way to induce excellent performance in employees was to supervise them. The more supervision a boss slathered on, the more the employee felt distrusted–and the
