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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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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

www.office.com/setup Blogs: Today marks general availability of Microsoft Flow and PowerApps, which enable people to automate workflows and quickly build custom apps that suit their specific needs. Earlier this year, we announced integration of SharePoint with Microsoft Flow, enabling you to create and launch flows directly from a SharePoint list. We also announced that native integration of PowerApps and SharePoint would drive rich new experiences to continue reinventing business processes with modern document libraries and modern lists in SharePoint. We know that tight integration is essential to unlocking productivity gains for the digital workplace. Accessing data from mobile devices was a first step. Bringing business processes to the same site for team documents and data is next. That's why SharePoint is a great home for your enterprise business applications. As we recognize today's milestones for PowerApps and Microsoft Flow, you can also look ahead to even deeper integration of these business tools as part of SharePoint, as we showcased at Ignite in September. UPCOMING INTEGRATION WITH SHAREPOINT PowerApps will be fully integrated into the SharePoint web experience. PowerApps provides a great mobile experience, and now that experience is connected to the data stored in SharePoint lists. Soon you'll be able to integrate PowerApps as the default in-browser experience for any SharePoint modern list. sharepoint-welcomes-powerapps-and-microsoft-flow-1 - www.office.com/setup PowerApps embedded in a SharePoint list. This means: You'll be able to launch PowerApps directly from the SharePoint mobile app. Modern document libraries will be made available as a data source for PowerApps and Microsoft Flow. For Microsoft Flow, you'll be able to run any flow on demand for a specific document or list item, in addition to waiting for an automated trigger to fire. Using the data gateway, PowerApps and Microsoft Flow will work with on-premises data in SQL and

a kindle author talking about writing, about his dragon related research, about his own two real live monsters, about hostile intelligent robots and about life itself.

After a stellar four-year run, high-flying trader David Berry brought in so much money for Scotiabank in 2002 and 2003 that - under a generous profit-sharing contract - he was getting paid almost double what the bank's CEO was making.

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