Zeitgeist or The Spirit Of The Times, or temporary craziness, occurs in business, too. Over the past few years watching disintermediation of industry after industry has not only terminated scores of businesses, but also dramatically changed the business processes of the survivors.
There are still top down organizations trying to hold off new customer-driven markets, while increasing pressure strains remaining resources. But fewer of them.
Remember reengineering? That worked pretty well…for a while.
The management pyramid? Was that in Egypt?
Took a while to figure out that best value just means lowest price. And figure out, figure out, figure out.
Y2K? Dodged that bullet. Whew!
Participative management? Fewer places to participate these days.
Doing-more-with-less seems to keep morphing, popping up like a champagne cork on the tide. Maybe because it’s not a prescription but a description.
In How To Create A Mind, Ray Kurzweil says that being early is just as bad as being late. He’s been successful in the inventing business for almost 50 years, and has been early. on time and late.
Taking advantage of the now
How do you sift the media-anointed from the real?
Alan Kay recommended, “The best way to predict the future is to invent it.” For many of us, we’re moving the ball smartly, trying to find the end zone.
Which means throwing out many of the analytical tools that will tell you when you’ve committed too much, adopting the tools that encourage carrying on until game’s over.
I liked Bonnie Raitt’s observation, “Twenty years to become an overnight success.”
The future shows up regardless.
Springtime. We need a rainmaker!
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