Digital Tonto
SEPTEMBER 10, 2023
When I first arrived there in 2002, I was struck by the apathy. There was so little hope that anything could ever change that few saw any sense in even trying. There were failures along the way that needed to be learned from and overcome. You must first change minds before you can change actions.
Idea to Value
JULY 20, 2023
At the same time, there is no shortage of stories of people, teams and companies succeeding under tremendous time pressure to come up with game-changing ideas to solve a problem, produce a piece of art or breakthrough new product. And the results were clear: time pressure results in people being less creatively productive.
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Destination Innovation
JUNE 8, 2023
Just imagine all the insights and lessons you would have learned and how that would have helped you in your business career. Would you like to have read the best 50 books on sales, marketing, leadership, innovation, entrepreneurship and self-improvement? But how much time would it have taken?
IdeaScale
AUGUST 18, 2021
In 2002, Circuit City looked at the retail landscape, saw success in its future, and decided CarMax needed to be its own company. The mistake in innovation was to assume that minor cosmetic changes and rougher play were the only things sports fans wanted. Seeing the writing on the wall, Compaq sold itself to Hewlett Packard in 2002.
Idea to Value
AUGUST 9, 2023
Interestingly, being in a group often changes the impact of the self-serving bias. What is a concern is that since the 1960s, meta-analyses have shown that people in 2002 believe their locus of control is decreasing and becoming more external.
Brunner
OCTOBER 20, 2020
Instead of the usual COVID-19 statement, let’s take a look at what we’ve learned and where we are now. billion email users daily (Statista, 2020), the changes in email user routines brought on by continued lockdowns are staggering. There’s no doubt digital experiences have been groundbreaking this year—even amidst a global pandemic.
mjvinnovation
SEPTEMBER 4, 2020
In 2002, in his book Celebrating the Third Place , Oldenburg classified the “popular coffee shop chain” as a facsimile of a third space, citing its “high volume and fast turnover operations that present an institutional environment at an intimate level.”. Then customers started asking for places to sit and more food options.
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