Stick like hell When the Wizard of Menlo Park called invention 10 percent inspiration and 90 percent perspiration, he was speaking not only about the creative act of inventing but also about the whole inventive process needed to bring more than intellectual success. Edison warned against discouragement during the perspiration phase in the following way, reminding us that we get things to work by the successive removal of bugs: Genius? Nothing! Sticking to it is the genius! Any other bright-minded fellow can accomplish just as much of he will stick like hell and remember nothing that's any good works by itself. You've got to make the damn thing work!...I failed my way to success. Thomas Edison, The Evolution of Useful Things inventionsuccess
Narrative Strategy An Article by Tom Critchlow tomcritchlow.com An unfolding network of associations
An unfolding network of associations We know strategy is an unfolding network of associations: The evidence from the case suggests that the concept of strategy can be reappraised. From strategy as a static set of choices made at a specific point in time to strategy as an unfolding network of people, shared experiences and artifacts that is constantly being remade. And we know that only 30% of employees can articulate a company’s strategy. And I believe in the hyper-connected age we live in both of these things are becoming more true - that strategy is increasingly “in motion” and that most organizations are realizing their OODA loops are too slow for the modern world. This causes the articulation of strategy to stall and get left behind - how do you articulate something in motion? It’s easier to write strategy down when it doesn’t change right? As a result - there’s a widening gap between the perspective on strategy that the executive team has and the received ideas of the company’s direction that teams and employees have. work