Some [cases of covid-19], such as that of a New York lawyer and his family, have no obvious connection to any of the four high-incidence countries, strongly suggesting that there are what epidemiologists call silent chains of transmission in the country. In a population without measures in place to control such chains, a single undiagnosed case can, in principle, give rise to more than 3,000 cases six weeks later.
Quote from The Technology Fallacy (Management on the Cutting Edge):
This need to continually pivot to the next possible career wave also has another implication—the need and/or the ability for employees to chart their own course of career exploration with passion. By passion, we don’t necessarily mean an overriding and long-term desire for a specific goal. Instead, we envision it as the opportunity to scan the environment and find the point at which personal interest and market opportunity are maximized. The American writer Frederick Buechner describes this as one’s calling, where the world’s deep need and the individual’s deep joy meet. The World Economic Forum describes this intersection in terms of the Japanese concept of ikigai—the junction at which what you love, what you are good at, what you can be paid for, and what the world needs all come together. We think these successive career waves can provide greater opportunities for employees to achieve ikigai, pursuing new avenues as their passions change and the disrupted world creates new opportunities to do so.
Tom Davenport and Julia Kirby describe several different ways in which employees can pivot in their career path in response to digital disruption:
- Step up
- Step aside
- Step in
- Step narrowly
- Step forward
Read the book to find out what this means.
Both help address major risks that face early-stage companies: market risk (that you can reach customers in a sustainable way) and product risk (that customers want what you’re building).
Pursuing both traction and product in parallel will increase your chances of success by both developing a product for which you can actually get traction and getting traction with that product much sooner.
“In many ways, full-time work doesn’t “need” to exist now. If people were content with the standard of living as it was one hundred years ago, they would need to work only about seventeen weeks per year. Instead, people work harder and adapt their skill sets to improve their quality of life.”
Data – China’s success at AI has relied on good data | Technology Quarterly | The Economist
It just needs software, powerful computers and data—the new trinity of AI.
When respondents reported that their organizations provide them with the resources and opportunities to thrive in a digital environment, 72 percent of them said that their digital initiatives were successful. When respondents said their company did not provide them with opportunities and resources, however, only 24 percent reported successful digital initiatives.
Unless you have a good sense of where you are heading, your short-term objectives could lead you in the wrong direction. Deloitte’s John Hagel laments that most companies don’t look far enough ahead when thinking about digital strategy. Instead of the one- to three-year time frame that most companies use for digital strategy, Hagel advocates using a ten- to twenty-year timeframe in addition to these short-term goals.
Reading old Scifi sometimes makes me chuckle: we reached this point in the 90s:
“I use Sony Megawafers, each good for half a million words, each two centimeters wide, three millimeters thick, with information packed so densely that it doesn’t bear thinking about.”
I love the Internet:
We can even recommend John Gallaugher’s undergraduate textbook, Information Systems: A Manager’s Guide to Harnessing Technology, as perhaps the most consistently up-to-date discussion of digital strategy out there—he updates the material yearly, and it’s readily available online as a PDF file.