A work in progress, it has been for years.
“Your strategy should be able to travel on its own – without interpretation and without you there to coach the reader on what it ‘really means.” ~ Cynthia Montgomery
Often the business analogy of chains is associated with limitations, silos and the phrase “you’re only as strong as your weakest link”. However, this isn’t always the case. The following two contrasting excerpts help explain how being part of a chain can be both a bad and a good thing.
“Two champagnes.” That was a classic, one of his best, always performed for the couples (and sometimes the kids) who ordered soft drinks. Guaranteed tip … well, usually.
Having worked as both an analyst, supporting analyst, strategist and just a spare pair of eyes for analytical work, I know the value of a second opinion. What I am surprised at, though, is how often I hear a report described as something to be ‘proofed’ rather than edited.
I’m currently reading ‘Change by Design‘ by Tim Brown. This particular paragraph on creating environments for “design thinking” and the importance of constraints stood out: The willing and even enthusiastic acceptance of competing constraints is the foundation of design thinking. The first stage of the design process is often about discovering which constraints are important and establishing a framework for …
What if hours and days were divisible by 10 and 100 instead of 60 and 24?
The London Underground map is pretty amazing and like many others I think it’s a great piece of design (which is particularly remarkable seeing as it came from simple circuit diagrams).