the author of āPresent Future: Business, Science, and the Deep Tech Revolutionā
From Incremental to Exponential Part 2 with Ismail Amla
In many organisations the emerging bud often gets very little energy, protection, budget or runway, in fact, many budding attempts are stillborn and never see the springtime.
It is a pleasure to welcome the author of āPresent Future: Business, Science, and the Deep Tech Revolutionā Guy Perelmuter, welcome to the show.
āManagers who donāt bet the farm on their first idea, who leave room to try, […]
Diana Kander Curiosity Muscle
Are you drowned in paperwork as an innovator?
Innovation Accounting with Esther-Emmely Gons and Dan Toma
This Thursday Thought holds lessons for us in a business and personal context. To navigate change, we must grip our transient advantages loosely. Today, as we close out the Covid-19 pandemic under the threat of war, uncertainty is a certain ingredient of our life experience. We must be make peace with uncertainty and let go of control. The only control we can exercise is over our preparation, in doing so we prepare our response to unavoidable disorder and chaos.
Financial measurement alone can suggest an organization is well, while the underlying culture is often sick (as well as many of those people working there). When it comes to deciduous organizations, they pay no attention to the devastating impact on families, the psychological impact on individuals and society when they chose profits over people. One caveat is that not all companies have behaved in this way, some organizations – big and small – displayed heroic acts of loyalty to their people during seasonal stress, but they are in the minority. Is it any wonder that employees are less loyal today than they have been decades ago?