Hack your company !
Get flash to fully experience Pearltrees
This is the second post in a series profiling Googlers who facilitate classes as part of our g2g program, in which Googlers teach, share and learn from each other.
Finding the inner programmer in every Googler
Ed Trevisani hangs with his young sons when they come home from school. He volunteers as a Boy Scout leader, serves on nonprofit boards, and teaches management at Philadelphia-area universities. He’s even been known to sit on the back porch in the middle of the workday. Not bad for a guy who’s still pulling down as much as he did when he was a partner with IBM and PricewaterhouseCoopers. Trevisani is a Wharton MBA and GE alum who now manages high-powered projects for Fortune 500 companies and advises executives on operational issues, change management, and potential mergers. He does all these assignments on a temporary basis, working as an independent contractor.
The Rise of the Supertemp
Rules For the Social Era - Nilofer Merchant
"This business model is right for a company selling Purina Dog Chow, circa 1970." "There's no way we could ever be this collaborative." Both are comments I got about my book, back in 2009, about setting direction, collaboratively. The first is from a Google executive; the second, from an exec at Cisco.
Don't Let What You Know Limit What You Imagine - Bill Taylor
One of the most perplexing features of these troubled times is that so many capable people in so many fields look so lost and ineffective. Whether it's the stubborn inefficiencies of the health-care system , the ever-rising costs of the higher-education system , even the slow-motion collapse of the US postal system , leaders with unrivaled expertise and decades of experience can't seem to develop creative solutions to dire problems. Why are so many smart executives so ineffective? One answer may be that all this experience is itself a problem. In her underappreciated book, The Innovation Killer , Cynthia Barton Rabe, a former innovation strategist at Intel, explains how "what we know limits what we can imagine." Many organizations, she argues, struggle with a "paradox of expertise" in which deep knowledge of what exists in a marketplace or a product category makes it harder to consider what-if strategies that challenge long-held assumptions.
Let them hack your innovation!
Thousands of different ways There are many ways to harness collective intelligence to enhance your innovation, and drive “ hackers to explore the details of your innovation and stretch its capabilities”: open innovation, social innovation, collaborative design, open source,… Each of them has its benefits: