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"Design thinking is an abductive approach to complex problem solving that leverages the designer's empathetic mindset in order to understand people's unarticulated needs and identify opportunities for solutions. This is a human-centered innovation process that can be applied to a wide range of challenges: design thinking can be used to create everything from products and services to business models and processes."

"Regardless of its provenance, the idea that debt and war are the two primary ways to control a nation is a great insight into the current geopolitical situation, especially the rise of China. China has benefited from the world order created by American military dominance, with its 11 carrier groups and hundreds of military bases straddling the globe. China is motivated by national pride and economic self-interest to extend its sphere of influence, but many of its thinkers are ideologically opposed to replicating the American model, a militarism that they still call 'Western imperialism'. "

"his paper takes stock of megaproject management, an emerging and hugely costly field of study. First, it answers the question of how large megaprojects are by measuring them in the units mega, giga, and tera, concluding we are presently entering a new "tera era" of trillion-dollar projects. Second, total global megaproject spending is assessed, at USD 6-9 trillion annually, or 8 percent of total global GDP, which denotes the biggest investment boom in human history. Third, four "sublimes" - political, technological, economic, and aesthetic - are identified to explain the increased size and frequency of megaprojects. Fourth, the "iron law of megaprojects" is laid out and documented: Over budget, over time, over and over again. Moreover, the "break-fix model" of megaproject management is introduced as an explanation of the iron law. Fifth, Albert O. Hirschman's theory of the Hiding Hand is revisited and critiqued as unfounded and corrupting for megaproject thinking in both the academy and policy. Sixth, it is shown how megaprojects are systematically subject to "survival of the unfittest," explaining why the worst projects get built instead of the best. Finally, it is argued that the conventional way of managing megaprojects has reached a "tension point," where tradition is challenged and reform is emerging. "

"If corporations returned to the practices of the pre-neoliberal era (1952-1983, to be precise), stuffing not half but less than a fifth of their cash flow in their shareholders' pockets, that could take net investment back to its old average. But under today's model of capitalism, it's more important to keep the shareholders happy."