Historically predictive measures seem to suggest that Donald Trump will be the next President.
For the record: I do not feel that either party accurately reflects my beliefs and I am not enthusiastic about either candidate. This article is not meant to contribute to the polarization in our country and/or endorse either candidate. Rather I am trying to understand the outcome of the election using available data. If you have data that you find helpful in predicting the outcome, please share so that we may all learn.
Executives in 2018 are not grasping the basics of modern innovation.
Having led major innovation programs at Amazon, Target, PayPal, Visa and Rosetta Stone — this summer I was asked to speak at an executive leadership conference, where I was surprised to learn that the majority of participants lacked a basic understanding of mobile, web, digital, machine learning, blockchain and other technologies.
When I pointed out specific examples of how platforms like Alibaba, JD.com …
Everyone has to been seen as “innovating.” Boards press for it. Investors demand it. Employees crave it to stay current with what “cool” companies do. And therefore, everything is “innovation.”
The problem is most organizations don’t really innovate. Too many top decision-makers don’t have the stomach or permission to make long-term investments for growth. They go for shiny objects and other ephemera that appease egos, investors or employees. Too much cash from operations is tracked into bonuses, dividend payouts or buying back shares. This compulsion pushes wealth ever upward in society, stoking more income inequality.
I know the innovation dance…
“The Skynet Funding Bill is passed. The system goes on-line August 4th, 1997. Human decisions are removed from strategic defense. Skynet begins to learn at a geometric rate. It becomes self-aware at 2:14 a.m. Eastern time, August 29th. In a panic, they try to pull the plug.” Terminator 2: Judgement Day, 1991
The name “Skynet,” when used in the context of technology, might conjure images of James Bond or the neural net-based superintelligence from the sci-fi “Terminator” movie franchise. In China today, the latter is close to the truth, and it is no less sinister.
“Even when they don’t yet know it, customers want something better, and your desire to delight customers will drive you to invent on their behalf. No customer ever asked Amazon to create the Prime membership program, but it sure turns out they wanted it.” Jeff Bezos, Founder and CEO, Amazon
As an innovation and growth consultant I am often around CEOs and executives looking for simple answers to complex problems. In my interactions with them I’m frequently asked the same question: “What Would Jeff Bezos (or Amazon) Do in My Situation?”
I love the question. I sincerely enjoy studying Amazon…
Note: This is one of many primers on crucial technology issues built for we.st alongside hundreds of resources to help you grow your career and company.
More than three billion people use the internet. Some are connecting with their smartphone and others on laptops. Regardless of the device, we are constantly sending personal information up into the cloud. Bank accounts, social security numbers, location history, contact information — you name it — are all being transmitted to companies and platforms alike.
Consider the latest investigation into how much data major platforms store. Dylan Curran, an IT consultant, looked into how…
Disclosure: The we.st team and I do not own stocks in any of the companies mentioned in this article.
Scott Galloway’s article “Silicon Valley’s Tax-Avoiding, Job-Killing, Soul-Sucking Machine” in Esquire magazine is an anti-capitalist, logic-defying, self-interested tirade against the most successful U.S. businesses in recent history. And although Galloway purports to be making an argument in favor of domestic competition and American startup success stories, his failure to appreciate the broader, longer-term consequences of his proposal is anti-American.
Galloway’s Esquire article is an offshoot of his recent book: “The Four: The Hidden DNA of Amazon, Apple, Facebook, and Google.” Galloway’s…
Amazon launched its first Amazon Go store last week, and it’s everything you’d imagine it to be — flashy, futuristic, cashier-free and painless. Painless? Indeed. The Go store’s slick payment method is the latest installment in a long list of product features that purports to alleviate the “pain of paying”.
The pain of paying, behavioral economist Dan Ariely explains, “is magnified when our feelings about spending money are coupled with consumption.” The more someone reflects on spending money, the less stoked they are going to be to spend that money. The general rule, then, is that the more abstract the…
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Amazon, Berkshire Hathaway and JPMorgan Team Up to Try to Disrupt Health Care by Nick Wingfield, Katie Thomas, and Reed Abelson — The New York Times
Among the many horrors we face daily, included but not limited to: nuclear annihilation, environmental collapse, an increasingly economically divided society paired with an increasingly polarized and paranoid political rhetoric; please add to your list the inevitable replacement of your job with software or robots. See the full chart, with links, at the MIT Technology Review.
The ultimate guide to innovation.