Humility is the New Smart is his emotions book.
Hyper-Learning is his behavioural and philosophy book.Â
Learn or Die is his science book.
It is always a pleasure to welcome a great friend of the Innovation show , Ed Hess.
We focus on the theories of disruptive innovation:
What is Cramming?
The Nypro case study
The case study of RCA versus Sony
Long-life learning, the death of “4 in 40” and the growth of adult learning
We welcome back the author of “Disrupting Class, How Disruptive Innovation Will Change the Way the World Learns: Michael B Horn
Are we on a bus to Abilene? Is it ok for people to speak up when they think something is not right? Are they gainsayers or Naysayers?
My point in sharing this is to inform you of the “fractal no” or the “long no” so that you recognize when you are stuck in a fractal no loop. You can waste a lot of personal energy in such a loop.
This is “the elephant in the brain”.Â
Such an introspective taboo makes it hard for us to think clearly about our nature and the explanations for our behaviour. The aim of this book, then, is to confront our hidden motives directly – to track down the darker, unexamined corners of our psyches and blast them with floodlights.
It is an immense honour and real treat to welcome the author of a plethora of titles including the focus of today’s show: Metaphors we Live By”, George Lakoff you are very welcome.
In retrospect, Enron did not conceal their dubious transactions from the investing public, but Enron’s brass didn’t go out of their way to point them out, but for anyone willing to wade through the company’s financial documents, the numbers were clear.
We are joined today by a brilliant journalist who did that work, who asked the questions others did not, and whose work would expose one of the biggest scams of all time.
We welcome the author of “The Smartest Guys in the Room: The Amazing Rise and Scandalous Fall of Enron”, Bethany McLean
The map is not the territory means that the description of something is not the reality of that something. The model is not reality, or in the context of this Thursday Thought, when a group of consultants who know very little about your organization design a strategy, it does not mean that strategy will succeed. In fact, because they do not know the inner workings of not only your industry, or the realities of the territory of your organization, coupled with the reality that they often do not include key people in designing the map, many consultants design bum maps. Is it any wonder that 75% of transformational efforts fail? (I always believe it is more because some organizations will not admit such failure)
Incremental improvement is no longer sufficient in helping organizations navigate the complexity, uncertainty, and volatility of today’s world. Our guest today explores how to create non-linear, dramatic change in organizations. He explores the emerging science of change that teaches us about how to build organizations – from businesses to governments – that change and adapt rapidly.  It is great pleasure to welcome the author of “Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times”, John Kotter.
More about John: https://www.kotterinc.com
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Our guest is widely recognized as the world’s leading expert on personal and organizational productivity. Time Magazine called today’s book, “the definitive business self-help book of the decade.”
We welcome the international best-selling author of “Getting Things Done: the Art of Stress-Free Productivity”, David Allen