Issue 54 - Published Jan. 15, 2009
The Other Climate Crisis The Other Climate Crisis
By Ken Robinson Ph.D.

Published Jan. 15, 2009 1:35 a.m. - “One climate crisis is probably enough for you right now. I think there is another one. This one is just as urgent as and has implications just as far-reaching as the crisis we’re seeing in the natural world. This isn’t a crisis of natural resources. It is a crisis of human resources. I think of this as the other climate crisis. […] The fact is, ...
This is Your Buyology This is Your Buyology
By Martin Lindstrom

Published Jan. 15, 2009 1:28 a.m. - “I have spent years talking with brand fans; from obsessed Harley Davidson riders to young Japanese Hello Kitty admirers (one of whom, incidentally, owns more than 12,000 pieces of Hello Kitty merchandise), to devoted Irish Guinness beer drinkers. I’ve, time after time, been struck by the apparent parallels between the power of religion and of brands over fo ...
Leading with Agility Leading with Agility
By Kevin Cashman

Published Jan. 15, 2009 1:11 a.m. - “Learning Agility, which has four dimensions—Mental Agility, People Agility, Results Agility and Change Agility—is a key to unlocking our change proficiency. In fact, research studies by CCL, Mike Lombardo of Lominger, Robert Sternberg and his colleagues at Yale University, and Daniel Goleman point to Learning Agility as more predictive of long-term potential ...
The Aesthetics of Management The Aesthetics of Management
By Marty Neumeier

Published Jan. 15, 2009 12:59 a.m. - “Okay. Everyone knows you can apply aesthetics to the curve of a fender, or the typography of a web page, or the textures in a clothing line. But it can be even more effective when you apply it to decision-making, upstream strategy, or organizational change. When you use the principles of aesthetics to address wicked problems, you can more easily navigate ...
Don’t Script, Improvise! Don’t Script, Improvise!
By Mike Bonifer

Published Jan. 15, 2009 12:37 a.m. - "Businesses built to operate in the Networked World are as different from the Industrial Age models as a computer is from a multi-plane camera. Networked organizations are more biological than industrial. They resemble their employees more than their employees resemble them. They are highly adaptive, mobile, open, sensitive to their environment, and ultra-respo ...

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