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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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When FHI 360 wanted to move to cloud-based business productivity services, the organization decided to implement a Microsoft cloud-based solution. We recently spoke to Douglas Wilkins, Director of IT Infrastructure at FHI 360, to learn how the company is benefiting: FHI360 logoQ: Please tell us about FHI 360. Douglas Wilkins: FHI 360 is a nonprofit human development organization dedicated to improving lives in lasting ways by advancing integrated, locally driven solutions. Our staff includes experts in health, education, nutrition, environment, economic development, civil society, gender equality, youth, research, technology, communication, and social marketing-creating a unique mix of capabilities to address today's interrelated development challenges. FHI 360 serves more than 60 countries and all US states and territories. Q: Why did you want to move to cloud-based services for messaging and collaboration? Wilkins: We had a diverse IT infrastructure. Employees in the US had different IT toolsets and Internet access than staff in countries like Mozambique. Subscribing employees to a single, cloud-based solution was the most expedient way to ensure that everyone had the same IT tools, to work efficiently regardless of location. Migrating our communication and collaboration technologies to the cloud reduced much of the time required by our IT staff to manage divergent IT infrastructures and connectivity options found around the world. Q: What criteria did you use to select Microsoft as your vendor for cloud-based business productivity services? Wilkins: We wanted a vendor that demonstrated a real interest in our mission and goals, and that offered online business productivity tools tailored for the enterprise space. The capabilities of the Microsoft Services Consulting team, and the work of Intellinet, the partner Microsoft introduced us to, provided us with that. We migrated our 4,300 staff members around the world from diverse platforms to a Microsoft Offi

www.office.com/setup Blogs: Today marks the general availability of Office 2016 for Windows, a suite of desktop applications that together with new mobile and web apps pushes Microsoft's new vision for PC-based productivity. Office 2016 is available immediately to Office 365 subscribers, as well as to individuals who would prefer to buy the software in standalone form. "We see Office 2016 as being just as important as the first release of Office," Microsoft group program manager Shawn Villaron told me in a briefing last week. "In the early days, Office was about bringing really important tools together to empower the individual for personal productivity. That was the way people wanted to work at that time. And for 20 to 30 years, Office fit right in. Today, things are changing. More people collaborate on work as groups and teams, so Office 2016 represents the change from personal productivity to team productivity." And that, really, is Office 2016 in a nutshell. If you're a typical information worker, student, or other person in need of standard productivity tools, Office 2016 of course works fine and represents an obvious and stable evolution from the Office version you're currently using. But the real meat in this release-now and going forward, as Office will of course be updated regularly, like Windows 10-is the designed around this new way of working. Confusing matters somewhat, Office-not Office 2016, but Office generally-is all over the place now. In addition to the classic, full-featured desktop suites on both Windows and Mac, Microsoft has high-quality Office Online web apps, mobile apps for Android, iOS, and Windows/Windows phones-and Office 365-specific solutions that are often available as web apps but are sometimes just integrated into the desktop applications. This ain't your father's Office anymore. Office everywhere: Microsoft Office is available on virtually any device you care to use. - www.office.com/setup Office eve

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