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kin wbs

http://www.youtube.com/watch?v=Opwys0zJ6UQ - 0 views

shared by kin wbs on 30 Apr 09 - Cached
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    This informal video from Vijay Govindarajan is only 3 mins long, but full of common sense about the way you should innovate in a downturn. Listen out for his reasoning as to why the reason the auto companies are now in trouble.
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    " This video from Vijay Govindarajan is only 3 mins long, but full of common sense about the way you should innovate in a downturn. Listen out for his reasoning as to why the reason the auto companies are now in trouble."
Phil Ridout

Fool vs. Jerk: Whom Would You Hire? - HBS Working Knowledge - 0 views

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    "When given the choice of whom to work with, people will pick one person over another for any number of reasons: the prestige of being associated with a star performer, for example, or the hope that spending time with a strategically placed superior will further their careers. But in most cases, people choose their work partners according to two criteria. One is competence at the job (Does Joe know what he's doing?). The other is likability (Is Joe enjoyable to work with?). Obviously, both things matter. Less obvious is how much they matter-and exactly how they matter."
Gary Colet

Leadership and behavior: Mastering the mechanics of reason and emotion | McKinsey & Com... - 0 views

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    Leadership and behavioural economics - McKinsey article
kin wbs

why encourage learning in groups? - 0 views

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    "summary of commercial and other reasons why it makes sense for organisaitons to leverage group learning."
kin wbs

Cisco CEO John Chambers MIT video on leveraging opportunity in a downturn - 0 views

shared by kin wbs on 19 Mar 09 - Cached
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    Building the Next Generation Company: Innovation, Talent, Excellence
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    "Edit Cisco Building the Next Generation Company: Innovation, Talent, Excellence MIT seminar - Cisco President, John Chambers' presentation on the future of successful businesses"
Phil Ridout

In a period of uncertainty, KM is Useful, but Strategic Knowledge Management is Essential - 0 views

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    You may need to be a member of the Linked In Group http://www.linkedin.com/groups?home=&gid=138655&trk=anet_ug_hm to see this
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    Victor Newman says.... Just as managers make sure that we do things right, leaders are responsible for ensuring that we do the right thing. Similarly, knowledge management helps us do things better, but strategic knowledge management (SKM) makes sure we invest in doing the right things for the right reasons.....
Stephen Dale

Information Management vs Knowledge Management - 1 views

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    A reasonable attempt at explaining IM vs. KM. Perhaps more emphasis on IM being not actionable - it requires KM to transform information into actions.
Stephen Dale

This little gadget uses neural networks to help you take photos like a professional - T... - 0 views

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    Ryan Stout, the creator of Arsenal, told The Verge over email that he thinks his product fills a gap in the market. Stout says camera companies have underinvested in auto modes as they're usually disdained by pro photographers (for good reason, he notes). This means, Stout says, they haven't kept up with the advances possible using AI and new hardware.
Stephen Dale

Google, Facebook and Amazon form council to decide AI ethics - 0 views

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    The world's biggest artificial intelligence companies, including Facebook and Google, have joined forces to mould the ethical rules that will govern how robots and computer programs behave in the future.
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    About time and welcome. I hope that those with experience of medical ethics are also involved. For two reasons; medicine is likely to be a major player and beneficiary of AI (eg personalised drugs) and medical ethics is a mature field that is used to responding to rapid innovation.
Gary Colet

Why Facts Don't Change Our Minds - The New Yorker - 0 views

  • In a study conducted at Yale, graduate students were asked to rate their understanding of everyday devices, including toilets, zippers, and cylinder locks. They were then asked to write detailed, step-by-step explanations of how the devices work, and to rate their understanding again. Apparently, the effort revealed to the students their own ignorance, because their self-assessments dropped. (Toilets, it turns out, are more complicated than they appear.) Sloman and Fernbach see this effect, which they call the “illusion of explanatory depth,” just about everywhere. People believe that they know way more than they actually do. What allows us to persist in this belief is other people. In the case of my toilet, someone else designed it so that I can operate it easily. This is something humans are very good at. We’ve been relying on one another’s expertise ever since we figured out how to hunt together, which was probably a key development in our evolutionary history. So well do we collaborate, Sloman and Fernbach argue, that we can hardly tell where our own understanding ends and others’ begins. “One implication of the naturalness with which we divide cognitive labor,” they write, is that there’s “no sharp boundary between one person’s ideas and knowledge” and “those of other members” of the group.
  • ween one person’s ideas and knowledge” and “those of other members” of the group.
  • ween one person’s ideas and knowledge” and “those of other members” of the group.
  • ...1 more annotation...
  • ween one person’s ideas and knowledge” and “those of other members” of the group.
Gary Colet

Innovation Maturity Map - - 1 views

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    "The Innovation Maturity Map from Think For A Change, LLC could stimulate some intersting conversations. For example, the progress across each row seems reasonable but are the attributes at each Level consistent?" Christopher Dean
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    A different sort of maturity model specifically for Innovation
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