I like a good cliche because it reminds you that much of management practice boils down to things you need to do but often forget or fail to do often enough.
When faced with something complex, spend the time to think about some structure, write down sentences, think about it some more, and then share it.
While my friends were busy listening to the Talking Heads, Police, and B-52s, I was busy teaching myself to program on the Atari.
My father, an entrepreneur but hardly a technologist, was looking to buy a computer to 'automate' our family business. In 1981, he characteristically dove head first into computing and bought an Osborne I.
A moment of disruption is where the conversation about disruption often begins, even though determining that moment is entirely hindsight.
From a product development perspective, choosing whether a technology is disruptive at a potential moment is key.
At some point, a group of people working towards similar goals will exhibit a distribution of performance.
Groups tend to believe their work is harder, more strategic, or just more valuable while underestimating those contributions from other groups.
Despite demand, the BlackBerry avoided offering generalized web browsing support.
BlackBerry required tethering for some routine operations, and for many, the only way to integrate corporate mail was to keep a PC running all the time.
The cloud-powered smartphone and tablet, as productivity tools, are transforming the world around us along with the implied changes in how we work to be mobile and more social.
Continuous productivity manifests itself as an environment where the evolving tools and culture make it possible to innovate more and faster than ever, with significantly improved execution.
If the work requires smart, talented, creative people, then more than anything, you want to enable folks on the team to create.
