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October 5, 2007

Education: When Business and Education Collide -- The Good, Bad, and the Ugly

Recent grads entering the workforce have gotten accustomed to hearing bad news about their prospects with increasing frequency. The rising costs of higher education means graduates pay for college much longer than four years. Young adults are more dependent on their parents than ever before. Specific job skills being taught now might not be applicable for the next generation of workers. And the list goes on and on....

So what to do? Alma maters are increasingly lending a helping hand, with more and more colleges and universities hiring career advisers specifically for alumni. The most valuable services: reintroducing alumni to their school network and helping them build their contacts. Next in line to extend the generosity should be the institutions that partnered with private lenders to "help" students and wound up making them even more desperate for a well-paying job.

High schools in several states are also stepping up their career prep, this time by requiring students to "major" in a career field. On the plus side, it jump-starts students' consideration of their futures and motivates them overall in their schoolwork. But on the minus side, not many ninth-graders know what they want to do tomorrow, let alone in eight years. Of course, exploring legal studies in high school doesn't mean you're on a fast track to becoming the next Johnnie Cochran. It means nothing, actually, about your eventual career path -- which is why, from a career prep standpoint, the requirement isn't that beneficial. The annual career fair will do.

Then there's the ever-looming problem of being able to shell out the cash once you actually have figured out your career path. Loans once held the promise of lifting undue financial burden off the shoulders of people with ample determination but limited funds for college. But private lenders squandered that promise with abysmally high interest rates and got rich in the process. This prompted Congress to reduce subsidies to lenders in attempts to reform the educational loan process. Now the business of college finance looks a lot less enticing, as indicated by the failed Sallie Mae acquisition. Whether or not this upheaval will benefit students and graduates in debt is another story. There will probably always be a fresh supply of i-bankers and consultants who aren't interested in their chosen careers nearly as much as paying off those loans.

So, as education and business go increasingly hand in hand, I'm left with two questions. How much influence does your field of study have on your actual career? And will the increasing debt incurred from financing higher education cancel out college's benefits one day?

Posted by April Joyner at 2:38 PM | 3 Comments

March 30, 2007

Organizational Charting Our Course

Wonder how a specific company is organized? Want to learn who's working where? CogMap might be an increasingly useful tool.

Basically, CogMap is a wiki that collects organizational charts from various companies. Some of the more popular entries include Google, Microsoft, and Yahoo. And like every wiki, CogMap is only as useful as the contributions people make to it.

It'll be interesting to see how this resource grows!

Posted by Heath Row at 5:49 PM | 3 Comments

March 20, 2007

Fast Food for Thought

Stefan Stern's Business Life piece in today's Financial Times makes me shake my head. An SVP at McDonald's in Europe is circulating a petition to nix the term "McJob" from the dictionary. That senior executive, and the writer, contend that fast food restaurants are quality employers, offer progressive training programs, and support diverse teams. Stern holds up customer service training as a prime example and suggests that it's behind McDonald's 44 consecutive months of sales growths.

That's all well and good. I can understand people coming to the defense of their industry. But looking at the promise and potential -- much less the practices -- of an industry solely by looking at the numbers on the books (gender equity, economic growth) doesn't always show you the full story. Stern would be well served to spend some time behind the counter. So it's to his credit that he title drops Jerry Newman's new book My Secret Life on the McJob.

I've yet to read the book, but I read a review on the way to work this morning that suggested the book is worth reading for two reasons. One, it highlights some of the challenges facing fast food restaurants: low pay, poor management practices, inadequate training, and racial tensions. And two, it doesn't just dwell on the plethora of front-line experiences on which the book is drawn -- Newman, a professor at SUNY-Buffalo, worked at a number of fast food joints for two years while researching the book -- it spins the stories to suss out some solid leadership lessons and ideas.

Posted by Heath Row at 10:19 AM | 3 Comments

February 27, 2007

C Is For Cookie

You said it, Cookie Monster. Cookies are a great way to teach kids about literacy. But did you know they are also a great way for the future businesswomen of America to learn about financial and economic literacy?

By buying more than 200 million boxes of Tagalongs, Thin Mints and Do-Si-Dos from enterprising Girl Scouts, Americans help girls build important leadership skills and support the "nation's premier business and economic literacy program," says Girl Scouts CEO Kathy Cloninger.

"Through cookie activities, girls learn how to plan, build teams, speak up, make decisions, solve problems and manage resources. These skills add up, so that ultimately, girls learn to be leaders--in their own lives--and in our communities," she says.

I'd be interested to know if there are any former Girl Scouts reading this blog who attribute their success in the business world to the skills they learned selling cookies.

Continue reading "C Is For Cookie"

Posted by Alex Pasquariello at 12:58 PM | 6 Comments

November 8, 2006

Action Learning is Striking a Chord

Learning Resource Center Columnist Jim Bolt says, "Even though the methodology is actually more than 60 years old, in recent years, action learning has struck a deep chord for many executives, and for a good reason."

Read Bolt's latest installment to find out why.

Posted by Lynne d Johnson at 1:02 PM | Add Comment

October 5, 2006

Go and Learn

"Mobile learning offers people something traditional education cannot: integration into life," says Learning Resource Center columnist Marcia Conner. Read her latest column, "Go and Learn," to discover why she feels that mobile learning is the great invisible elephant in the room, in our pockets, in our purses, and in our cars.

Posted by Lynne d Johnson at 12:14 PM | 3 Comments

August 14, 2006

Creating Courage

Great leaders act with courage when others don’t. They approach difficult situations, seize opportunities, and make and act on better decisions. Courageous leaders imbue the organization with confidence, character, and focus.

Wimpy leaders are not really leaders at all.

I think most of us understand and buy into the importance of courage. Author Gus Lee wrote a great book called, Courage: The Backbone of Leadership. Lee writes that courage can be learned.

We've seen the power of courage. We've also been reminded of the dangers of cowardice and apathy.

When an executive shows courage by facing her fears, even her critics are secretly inspired. But when a boss folds to uncertainty, the courage and capability of the organization become as usable as confetti in a tornado.

Courage is a stunning quiality: it is learnable. I, a former poster boy for cowardice, know this. In an inner city ghetto, I accepted fear as my master and made daily sacrifices to it from a quaking heart. Bullies cultivated a taste for my blood. Tiny tots and girls fed up by my crying could pound me. My two exceptionally clever moves of fleeing and blaming others proved unsuccessful. I shouldn't brag, but I was a very entertaining little kid.

I was sent to a YMCA boxing program to save my life. The tank top kept falling off because it required shoulders. In shorts, black socks and scuffed Buster Browns, I looked like a toothpick in a tutu.

My coach recoiled, "Aw, cripe, kid, ya make me wanna cry." Facing a body bag that was bigger than me, I burst into tears. When Coach hit the bell for me to fight, I dove through the ropes, instantly smacking into a wall which acute myopia had failed to detect.

Coach Tony knew that training and practice reverse the habits of fear. It is the one way courage is learned.

I agree. Courage can be learned and ought to be taught!

As a leadership trainer and coach, my career has been dedicated to the care and feeding of management and leadership. I have been openly critical of many MBA and corporate university programs because I think that while they teach some good stuff, these programs often ignore teaching the GREAT stuff – the most important stuff.

Case in point. After graduating from an MBA program or partaking in corporate training programs, how much time has one spent talking about courage and learning how to be courageous? It’s nice to have that degree or certificate program listed on your resume, but will your coursework help you be great?

If you know of any college or corporate programs that do an excellent job building courage, let us know by leaving a comment. Let’s give any success stories lots of kudos and reinforcement.

And if you are involved in choosing and delivering corporate or university courses, ask yourself if you are doing enough to build leadership courage.

Lisa Haneberg

Posted by Lisa Haneberg at 7:07 AM | 4 Comments

July 11, 2006

Are You Getting Enough Sleep?

Marcia Conner, managing director of Ageless Learner, a global advisory practice that helps companies and people learn and adapt to new technologies, processes, and information, in her recent Fast Company Learning Resource Center column writes: "According to the National Sleep Foundation, almost 70% of us get fewer than eight hours sleep a night. Only one in ten say sleep is an important part of good health. A full 40% blame watching TV or surfing the Web for not going to sleep before midnight."

Read Marcia Conner's Advice for Executives: Get Some Sleep! to find out how a sleep-deprived life could end up costing you the ability to excel. And be sure to take the Fast Company poll.

Posted by Lynne d Johnson at 6:26 PM | Add Comment

July 7, 2006

Should CEOs or Academics Teach Up-and-Coming Executives?

With a "leaders teaching leaders" model becoming the trend in executive-level training at many corporations, Fastcompany.com columnist, Jim Bolt, Chairman and founder of Executive Development Associates Inc. (EDA), examines the pros and cons in his latest installment "More Than MBAs."

Read more from the Learning Resource Center.

Posted by Lynne d Johnson at 4:41 PM | 5 Comments

August 9, 2005

Learning for Life

In an age where markets influence moods, mercies, and marriages, I thought it time to break from the business of learning, per se, to focus on its place in what matters most. I work hard to create time each day, amongst my agendas and emergencies, to learn. I can do so because I've accepted it as a necessity while also making it somewhat of a hobby. Here are the reigning truths that help me through.

1. Out with Balance, in with Choice. The term balance is a legacy from the years we worked to "have it all," implying we must juggle everything so it fits on some tightrope-walking life. Get over it; no one can do it ALL, whether living, working, or learning. Learn your limits. Realize you will have to make choices and accept that sometimes they won’t always be right.

Continue reading "Learning for Life"

Posted by at 4:22 PM | Add Comment

August 8, 2005

Get Smart about Managing Marketing Burnout

According to the UK Recruitment firm, the Hudson Group, 44% of all marketers are facing burnout. I haven't seen any US figures on this yet, but last week's article in Brand Republic reinforces one of my hypotheses that today's marketers are being stretched beyond their limits.

The UK is feeling the backlash in the form of increasing absenteeism, turnover, poor morale and declines in productivity and quality of output. Conduct an informal quick poll of the marketers around you. It doesn't take a rocket scientist to realize that this phenomenon is present in the US, as well.

Wanted: Marketer.

Continue reading "Get Smart about Managing Marketing Burnout"

Posted by Leigh from LivePath.net at 10:40 AM | 3 Comments

Company Conference Confusion

Remember the last corporate event you attended? Perhaps it was an industry or association program. What kind of speakers worked best for you? Corporate executives and their meeting planners struggle with recruiting the perfect platform presenter every year. Which of these basic choices are most memorable for you?

• The inspirational "take 'em to the top of the mountain" type?
• The practical, pragmatic person who gave you "aha!" moments that proved useful to your business model?
• Or the humorist that provided just enough comic relief to lighten that tough workload you carry each day?

What are you best and worst memories from your last conference?

Posted by Dan Seidman at 8:45 AM | Add Comment

July 21, 2005

Please Use If You Wish

In my older years, I have decided to "give away as much as I can". My new Web site features lots of my Fast Company columns, articles, interviews, audios and even lots of free video. Please feel free to download, copy, send and use anything from my site. Please feel free to use with anyone in your corporation. Even better, please feel free to use with your church, charity or non-profit. If you need any permissions, please just send me an email and I will send you permission.

Posted by Marshall Goldsmith at 12:09 PM | 5 Comments

March 29, 2005

Do Fries Go with That Shake?

I just met with Tom Wilson, the President of Allstate Protection. He had a lot of interesting things to say about how he's trying to transform the culture of his organization. We started talking about what it means to educate one's employees, and he told me a funny anecdote that, in my mind, summed up perfectly the difference bewteen education and training.

A customer goes into a McDonald's and orders a milkshake and an apple pie. The cashier says "Do you want dessert with that?"

That, people, is the downside of training. Education, by contrast, requires actual thinking and reacting to what the customer has actually said. Anyone else have insights on how to go beyond training to education?

Posted by Jennifer Reingold at 4:27 PM | 5 Comments

March 25, 2005

Encyclopedic Knowledge

Last night, before watching the Office, I was reading a little of the first Encyclopedia Brown: Boy Detective book by Donald Sobol. And I was surprised how many ideas and lessons for the world of work there were in just the first three stories!

Here are some of the leading themes:

Continue reading "Encyclopedic Knowledge"

Posted by Heath Row at 2:30 PM | 3 Comments

March 15, 2005

Wise Words

Last night I found myself re-reading some of John Gardner's excellent writings, in particular a speech on personal renewal that he delivered to McKinsey & Co. partners in 1990. As always, I was struck by how his words so completely resonate with my own feelings. This segment of the speech dealt with learning and experience.

I think everyone will find the following quite inspiring:

Continue reading "Wise Words"

Posted by Editor in Chief at 10:25 AM | 7 Comments

November 18, 2004

Next-Gen Latchkey Kids?

A school district in Spring, Texas, is forging ahead to "1984," thanks to RFID technology. It's planning to equip some 28,000 kids with computerized ID badges so their parents can track their whereabouts to and from school, as reported by The New York Times. For anxious parents, it's peace of mind via high tech. But for critics -- high-schoolers with a penchant for playing hookie, perhaps? -- this sort of virtual leash will protect at the expense of privacy.

It'll be interesting to see how effective this will be. Sure, it can locate where astray children were before they went missing, but I'm skeptical of how helpful it can be when it comes to actually finding them if they are indeed lost or were kidnapped or insert worst-case scenario in here. So when it comes right down to it, is this technology useful in helping us manage our "dangerous" world, or does it only increase our paranoia?

Posted by Jennifer Vilaga at 4:44 PM | 2 Comments

October 25, 2004

A Crappella

I don't know which I find more amusing: the collegiate culture of a cappella singing -- or the fact that it spills over into business schools, as well. The Summer 2004 edition of Northwestern University's alumni magazine reports that the Kellogg School of Management has no fewer than two -- two! -- a cappella groups: The Bottom Line and the Kelloggarhythms (gotta love that a cappella naming fun!).

For the last few years, the two groups have collaborated to release three CDs featuring their song stylings. The 2003 release, "Jain's Addiction," is a punny pop-music homage to dean Dipak Jain. Now, Fortune hosts a battle of the corporate bands, but I wonder: How many organizations boast in-house a cappella groups -- or, say, barbershop quartets?

Posted by Heath Row at 12:57 PM | 3 Comments

August 27, 2004

Trump and Circumstance

CNN reports today that Donald Trump has applied for a trademark on the name "Trump University," indicating that the school would offer university-level sales and marketing, management, entrepreneurship, and real estate courses -- online and offline.

Now, even though Trump did graduate from Wharton, I'm not sure how I feel about this idea. I'm sure he has stories to tell and lessons to teach, but, really, the man lost money running a casino. The patent application is available online.

Posted by Heath Row at 10:20 AM | 1 Comment

August 12, 2004

The Fast Learning Company

How is it that a company, having no organic means of memory, can learn? And if it can indeed learn, how can it do so faster and better?

For the first anniversary Fast Company Now Blog Jam I thought this may be an appropriate issue to explore - as fast learning is critical to success as a fast company. We hear a fair amount about the need for learning organizations, but typically have little time to think about what this really means. I first encountered the topic when reading Argyris's and Schon's work Organizational Learning back in graduate school in the early 1980s. (The book is still available in a second edition.) The core concept revolves around the fact that a company's "memory" in imbedded in its policies, procedures and system, and the "mental maps" of people who work in the organization. To the extent these change with events, the organization learns.

My co-author Alan Robinson and I wrote Ideas Are Free to help managers improve the way their companies learn by incorporating the ideas of all of their people quickly and effectively. The questions I have are:

How can we help our organizations learn faster and better?
How can we keep them from learning the "wrong" lessons?

Posted by Dean Schroeder at 9:36 AM | 1 Comment

August 9, 2004

Managing Convergence

Last week, I was at a conference known as Unity 2004, where almost 10,000 journalists from across the country mingled. One of the things I got out of it is what's called "convergence," which involves journalists working across broadcast, print and online media. For example, a newspaper reporter returning to base from assignment is asked to write a brief for the newspaper's Web site or a piece for the afternoon broadcast on the local television network or for a radio bulletin. Before the paper hits the newsstand the next morning, the story is already covered by other media.

Continue reading "Managing Convergence"

Posted by at 12:17 PM | 1 Comment

Games People Play

More and more video games are being developed to mirror the realities -- and competition -- of business development. Games such as Lemonade Tycoon, Rollercoaster Tycoon, Railroad Tycoon, John Deere American Farmer, Vegas Tycoon, and Zoo Tycoon all offer players the chance to make it big -- or fail big -- at their choice of business.

While I give props to John Deere for the rare video game licensing opportunity, I question the proliferation of "tycoon" games. Do we really need to get trump'd again? What might be more interesting than these Sim City-like efforts might the management aspects of sports games such as Madden 2005 and Out of the Park Baseball, which allow players to manage new drafts, players' salaries, stadiums, and concession stands.

Maybe you should play Lemonade Tycoon before you take on the ballpark franks.

Posted by Heath Row at 10:20 AM | 4 Comments

July 21, 2004

Behind the (i)Podium

Yesterday, Shasha touched on some of Apple's recent improvements to the iPod. In today's news, it's reported that Duke University will issue 1,650 iPods preloaded with an academic calendar and course material as part of a $500,000 experiment.

Using a Web site modeled after Apple's iTunes browser, students will be able to download additional material such as notes, interviews, and other files. While many professions are experimenting with wireless and handhelds, this is an interesting educational application of a consumer technology.

Curious, though, perhaps Apple should just revisit the Newton?

Posted by Heath Row at 10:12 AM | Add Comment

July 15, 2004

Celluloid Leaders

The Training-Ideas discussion group has been exploring movies that can be used to help coach business leaders. Among some of their recommendations:

• Apollo 13: Project Management
• The Bridge on the River Kwai: Leadership
• Dead Poets Society: Creativity
• One Flew over the Cuckoo's Nest: Leadership
• Twelve O'Clock High: Leadership
• European Vacation: Coaching
• Terms of Endearment: Customer service
• The Last Castle: Teamwork
• The Music Man: Entrepreneurship

We last looked at the idea of leadership examples in film in December. What are your favorite business learning moments in the movies?

Posted by Heath Row at 11:32 AM | Add Comment

June 15, 2004

What Is the "Relational" Aspect of Business?

What are "people" people? What is the relational aspect of business? Why should we care about understanding people if we are not in HR?

A Harvard Business Review excerpt "Leveraging Your Team's Interpersonal Skills" reviews the result of an 18-year study, which shows that interpersonal savvy is critical in almost every area of business, not just in sales or human resources. It shows how the deeply embedded life interests of professionals develop into their career roles, and that individuals do their best work when it most closely matches their underlying interests.

Continue reading "What Is the "Relational" Aspect of Business?"

Posted by at 11:15 AM | Add Comment

June 2, 2004

(Business) School of Hard Knocks

Today's a hard day for students, faculty, and staff of Drake Business School, a 131-year-old institution in New York that closed yesterday. Some students were shocked -- shocked! -- that the school would close, but by most accounts, the closure was a long time coming.

A new CFO came on board earlier this spring to help the school navigate its way out of its financial woes. A relatively new CEO was shot in a subway station just a week-plus ago. And a former employee embezzled more than $40,000 from the school.

That's all very sad -- and the school's closure is understandable. But, oh, the irony! A business school closes because it was a badly run business. That's a harsh lesson to students everywhere.

Posted by Heath Row at 10:47 AM | Add Comment

April 9, 2004

Word of Mouse II

Thanks to FC Now reader Mike for tracking down the inside scoop on Word of Mouth Research. According to Snopes, a project called Word-of-Mouth.org is a scam.

Despite the difference in name, the example report that Snopes offers in the Urban Legends Reference Pages is the exact same as that used by Word of Mouth Research. The project changed its name, but the project remains the same. Don't be fooled. While word-of-mouth research is an interesting concept, Word of Mouth Research is not.

Posted by Heath Row at 1:09 PM | Add Comment

A Taxonomy for Knowledge Management

The Kaieteur Institute for Knowledge Management has developed an interesting model that might be the start of a solid taxonomy for knowledge management. Considering digital knowledge exchanges and their knowledge business models, the institute has compiled a list of knowledge markets -- organized based on their characteristics.

• Knowledge auctions
• Knowledge stores or malls
• Expert knowledge or question and answer exchanges
• Intellectual property exchanges
• Stock market or investment knowledge exchanges
• E-Education or e-learning exchanges
• Community oriented or social capital knowledge networks
• Intellectual capital exchanges (human capital, talent, work, job, project, free agent, or professional services exchanges)
• Vortexes (vertical or industry specific knowledge markets)
• B2B knowledge exchange

Not only is the taxonomy a useful tool when considering your own personal and organizational approach to knowledge management, the roundup is a good source of place to go for answers and ideas. What categories might be missing from the taxonomy? Is this an adequate framework?

Posted by Heath Row at 12:14 PM | 2 Comments

Word of Mouse

In the past, Fast Company has looked at examples of word-of-mouth marketing and related subjects, but I received an email earlier today about a project that focuses on word-of-mouth research. The aptly named project, Word of Mouth Research, seems to be some sort of reputation-based due diligence engine with which people can get the inside scoop on other people -- for whatever reasons.

We are trying to build a community that fosters interaction between each and every individual possible. Our mission is to help connect people with one another, wherever they are, to share their experiences, give advice and provide information.

The email I received said, "Someone who knows you just submitted a word-of-mouth connection about you at our website." You go to the Web site, and ths system shows you how many "connections" you have -- people either seeking or offering information about you. People can contact those folks -- via a double-blind anonymous email exchange, I think -- to trade tales.

Unfortunately, I'm unable to contact the people looking for information about me -- or see what info those offering to share have -- because I'm not a Power User, which costs $30 for six months. In fact, such a barrier to exploration and use makes me wonder -- have people really submitted info about me in this project -- or is it just a bait and switch to get me to come inside and take a look around? Has anyone had any experience with Word of Mouth Research?

Posted by Heath Row at 11:42 AM | 4 Comments

April 7, 2004

Joysticks and Tongue Depressors

The Daily News reports that a research study done by two doctors at Beth Israel Medical Center found that playing video games can help surgeons improve their skills.

Games such as Super Monkey Ball, Star Wars Racer Revenge, and Silent Scope can help doctors' motor skills, eye-hand coordination, and reaction time increase as much as 40%. In fact, games are being eyed as a viable alternative -- and cheaper, too! -- than traditional training for techniques used in laparoscopic surgery.

While I wish that video games could help me become a better writer and editor -- any research on that, folks? -- I'm curious: What are some other ways in which people can seek non-traditional training for their current jobs? Where do you go for skills development outside of the usual channels?

Posted by Heath Row at 12:12 PM | Add Comment

March 31, 2004

Knowledge Mismanagement

Two interesting perspectives on knowledge management were published online recently. The essays provide thought-provoking bookends to the consideration of how information is used within organizations -- and how teams collaborate. In Technology Review, Alex Pentland contends that data mining doesn't go far enough. Companies need to be "reality mined."

Studies of office interactions indicate that as much as 80 percent of work time is spent in spoken conversation, and that critical pieces of information are transmitted by word of mouth in a serendipitous fashion. Commonplace wearable technology can be used to characterize the face-to-face interactions of employees -- and to map out a company’s de facto organization chart. The new reality-mined data allow us to cluster people on the basis of profiles generated from an aggregate of conversation, e-mail, location, and Web data.

Continue reading "Knowledge Mismanagement"

Posted by Heath Row at 2:27 PM | 38 Comments

March 26, 2004

Learning by Design

This week, Peter Davidson and Curt Rosengren highlighted a recent article in the Design Observer.

Penned by Michael Bierut, the piece examines an essay written by architect Michael McDonough entitled "The Top 10 Things They Never Taught Me in Design School." Here's the short form:

• Talent is one-third of the success equation.
• 95 percent of any creative profession is s#*t work.
• If everything is equally important, then nothing is very important.
• Don’t over-think a problem.
• Start with what you know; then remove the unknowns.
• Don’t forget your goal.
• When you throw your weight around, you usually fall off balance.
• The road to hell is paved with good intentions; or, no good deed goes unpunished.
• It all comes down to output.
• The rest of the world counts.

Useful advice, regardless of your practice or profession.

Posted by Heath Row at 4:45 PM | 1 Comment

March 23, 2004

Will Work for the Dumb?

The Nub gives props to a customizable online learning service called Will Work for Fun. The idea behind the tool is pretty simple -- mix up work-related questions with trivial bits about Elizabeth Hurley and other more pop culture-related topics -- to develop an in-house infotainment product.

While I appreciate the thinking behind Will Work for Fun, I'm not sold on the idea. Perhaps the online demo doesn't give the project full justice, but indicating where leaders can place their company logo and including such sample questions as

This question could be one of many questions custom designed to train and educate employees.

• Correct
• Wrong
• Wrong
• Wrong

doesn't really inspire. Are there better, more effective projects along these lines that I should know about?

Posted by Heath Row at 11:12 AM | Add Comment

March 22, 2004

What You Learned in the New Economy

Shades of our March look at the lessons of the dotcom boom and bust, David Kirsch is working on a couple of interesting projects at the Robert H. Smith School of Business at the University of Maryland.

The Business Plan Archive collects business plans and other documents from new economy businesses active between 1996 and 2002. Users can even contribute information to the listings to share their side of the story. And Creative Destruction is a survey project designed to elicit lessons from the dotcom bubble, as well.

While a number of memoirs have already been written about individual experiences at specific companies, no systematic study of former dot com workers has been completed. For future historians to properly understand what life was like in these heady times they will need more than anecdotal information. Our survey serves as a first step in filling this gap.

It'll be fascinating to see what comes out of Kirsch's research!

Posted by Heath Row at 2:33 PM | Add Comment

March 19, 2004

Take This Personality Test, Say Hello to Celebrian Oronra

Earlier this month, Ryan Underwood commented on the surprising disparity between various personality tests that gauge leadership skills at work. Now, thanks to PlasticBag, we have another personality test to employ -- one that ranges from pirate dwarves to ninja elves.

In tongue-in-cheek academic OD-speak, the author outlines the benefits of such a schema, proposes a graph, and proceeds to place some of the more well-known Web writers and publishers in the spectrum. File under Friday Fun, perhaps, but it might be useful indeed to know whether your colleague is a pirate -- or a dwarf.

(For even more Friday Fun, check out the Elvish Name Generator. Celebrian Oronra is the elvish name of a co-worker who sits near me.)

Posted by Heath Row at 11:04 AM | Add Comment

The Cost of Not Knowing

Dave Pollard wrote a fascinating piece this week about the cost of knowledge. If you look at the cost and risk of knowledge -- not knowing as well as knowing -- the cost and risk increase as the amount of knowledge increases.

Using an Ernst & Young project as a base, Pollard explores the different kinds of knowledge organizations possess -- and what should be done to make their systems less complex. Consider your company and team. What content has high quality and value? What is used most often? Least often? Pollard offers a handy chart to identify what knowledge should be kept -- and should be kicked out.

Posted by Heath Row at 10:50 AM | 2 Comments

March 10, 2004

Take Three Different Personality Tests, Say Hello to Three Different Personalities

So you want to know if you've got the killer instincts of a true leader? Try taking three personality tests to figure it out and you're likely to be faced with results showing three very different people. Or so says Jared Sandberg in his "Cubicle Culture" column from today's Wall Street Journal (registration required).

He offered himself up as a test subject and was characterized as everything from "sympathetic and unselfish" to "demanding, egotistical, nervy, aggressive, abrasive." The single thing the tests did seem to indicate, somewhat to Sanberg's chagrin, was that he ain't trading up from a cublicle to an executive suite anytime soon. It's worth a read if you get the chance.

Posted by Ryan Underwood at 3:29 PM | 1 Comment

February 24, 2004

PowerPoint of Fact

Leaders at the University of Tasmania tried and tested several online learning platforms before deciding that their best bet was Power