“Society is a mirror of the family,” Mr. Westerberg said. “The only way to achieve equality in society is to achieve equality in the home. Getting fathers to share the parental leave is an essential part of that.”—In Sweden, Men Can Have It All - NYTimes.com
“The catch is that the heat must arise around the decision itself. Debates go off track when personal biases or old grudges come into play. So long as each party sticks to the merits, adding some fire will only unearth new angles and concerns.”—Give me spark - (37signals)
Products, especially digital, can be a commodity. So… it’s about winning. First, by selling it. But this article lacks a sustainability part - a company needs continual cash to survive. So if a company can focus on it’s cost/supply side, it might be able to outlast everyone, especially in a new market. Then they win. It’s a combination.
So this trick will take a little bit of time to develop, but it’s probably the single most important thing that I’d recommend. When you watch a basketball player go to the free-throw line with the game on the line, he or she does the same routine every single time. It’s always some sort of dribble twice, spin once routine. With the spotlight on him, he doesn’t want to think about some small aspect of his form. He wants to not think at all. So he focuses on his trivial routine: dribble twice, spin once, shoot. The best he is hoping for is to shoot as well as he normally does in practice.
“By “ideal,” the researchers don’t mean a traditional, altruistic social responsibility statement. Rather, they mean a “higher-order” purpose or benefit that the company/brand seeks to contribute to the world, with this purpose being the central driver and determinant of all of its strategies, decisions and actions. Or in other words, a brand’s “inspirational reason for being — why it exists, and the impact it seeks to make on the world.”—MediaPost Publications Fastest-Growing Brands Are ‘Ideal-Driven’ 01/18/2012
..is not having a strategy at all. Most executives think they have a strategy when they really don’t, at least not a strategy that meets any kind of rigorous, economically grounded definition.
There are so many barriers that distract, deter, and divert managers from making clear strategic choices. Some of the most significant barriers come from the many hidden biases embedded in internal systems, organizational structures, and decision-making processes. It’s often hard, for example, to get the kind of cost information you need to think strategically.
The need for trade-offs is a huge barrier. Most managers hate to make trade-offs; they hate to accept limits. They’d almost always rather try to serve more customers, offer more features. They can’t resist believing that this will lead to more growth and more profit.
“The essential takeaway is that the new economics of personal productivity mean that the better organized we try to become, the more wasteful and inefficient we become. We’ll likely get more done better if we give less time and thought to organization and greater reflection and care to desired outcomes. Our job today and tomorrow isn’t to organize ourselves better; it’s to get the right technologies that respond to our personal productivity needs. It’s not that we’re becoming too dependent on our technologies to organize us; it’s that we haven’t become dependent enough.”—Focus on Outcomes, Not Organization
The thing about PR people is this: while they may have great contacts and they can get articles placed, they are not capable of doing a vulcan mind meld. They don’t automatically know all the elements about your business that you want to convey to media, partners, customers, potential employees and even potential investors. In all likelihood the entrepreneur doesn’t either. Knowing the message you want to communicate is always a work in progress.