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www.office.com/setup Blogs: Previews of PowerPoint2013 show that it will be easier to create and share professional presentations with a range of new and improved features. 1. NEW RANGE OF DESIGN THEMES Powerpoint 2013 start screen - www.office.com/setup Easier inclusion of videos, or pictures to give a more professional edge to presentations. Easy access to a collection of new themes available via the start screen. The ability to quickly change themes using theme variants. Alignment Guides have been added that make it easier to align text boxes, graphics and shapes with text. Merge Shapes tools -2013 includes Union, Combine, Fragment, Intersect, and Subtract tools making it easier for the user to merge two or more shapes into the shape required. 2. IMPROVEMENTS TO THE PRESENTER'S VIEW AND ORGANISATION OF THE PRESENTATION. The One click Slide Zoom allows the user to zoom in and out on diagram, or chart. The addition of a presenter's Navigation Grid, making it easier for the presenter to switch slides within a sequence using a navigation grid that the audience cannot see. The ability to easily project a presentation on a second screen using Auto-extend. 3. IMPROVED COLLABORATION WITH EASIER SHARING AND CO-AUTHORING. The Reply Comment feature. PowerPoint 2013 makes it easier to add and track comments next to the relevant section of text. Everyone working on the presentation can follow the discussion easily and act on any suggestions. Collaboration and Sharing. With Microsoft's emphasis on improved collaboration, the new default setting means that presentations are saved online to SkyDrive or SharePoint . This allows the author to send a link to the same file to everyone involved, complete with personalised viewing and editing permissions, so that everyone is working on the same version. The PowerPoint Web App Co-authoringfeature via PowerPoint Web. 2013 makes it easier for several people to work on the same presentation at the same time from the desktop or in bro

A since deceased, highly-regarded fellow faculty member, Anthony (Tony) Athos, occasionally sat on a bench on a nice day at the Harvard Business School, apparently staring off into space. When asked what he was doing, ever the iconoclast, he would say, "Nothing." His colleagues, trained to admire and teach action, would walk away shaking their heads and asking each other, "Is he alright?" It is perhaps no coincidence that Tony often came up with some of the most profound insights at faculty meetings and informal gatherings. This story captures much of the sense of the responses to this month's question about why managers don't think deeply. The list of causes was much longer than the list of proposed responses. But in the process, some other questions were posed. Ben Kirk kicked off the list of reasons for the phenomenon when he commented, "… what rises to the top levels are very productive and very diligent individuals who tend not to … reflect and are extremely efficient at deploying other people's ideas," implying that this type of leader is not likely to understand, encourage, or recognize deep thinking in others. Adnan Younis added the possibility that "… managers are not trained for it." Dianne Jacobs cited the possibility that persisting assumptions borne out of success serve as "roadblocks to act on needed change" (proposed by those who engage in deep thinking?). Ulysses U. Pardey, whose comment triggered my recollection of Tony Athos, wrote that "Time-for-thinking is a special moment which can be resource consuming and an unsafe activity …" (Fortunately, Athos held a tenured position in an academic organization.) A number of comments alluded to the triumph of bureaucracies and large organizations over deep thinking. As Lorre Zuppan said, "I think Jeff Immelt's efforts to protect deep thinking reflect a nice sentiment but … If his team could carry the ball, would he need to announce that he's protecting it?" Tom Henkel was more succinct: "Ther

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