In the November 2005 Harvard Business Review there is an article on Innovation versus Complexity by Keith Aspinall and Mark Gottfredson: Innovation Versus Complexity: What Is Too Much of a Good Thing? Full text access must be payed, have a look at the abstract for a start: What’s the number of product or service offerings […]
Interesting piece on the pitfalls of over-featuring and over-diversifying … keep in mind that product complexity is huge Are We Developing New Technologies Faster than Consumers Can Use Them? John Gourville argues that the belief that variety is good “is not always true” […] sometimes offering too many choices prompts the confused consumer to defer […]
Interessant, aber nicht überraschend – oder? Erst der schnelle Entschluss macht den Manager zum Chef. Denkt der Manager – und irrt. Zudem fällt es offenbar einem Fünftel der Firmenchefs schwer, dem “Entscheider”-Klischee zu entsprechen. Entscheidungsfallen, begrenzte Rationalität, die Unfähigkeit in komplexen Situationen den Durchblick oder den Überblick zu behalten sind nicht erst seit Dörner u.a. […]
… unter anderem weil die Komplexität der IT-Systeme hoch ist … und für (fundierte und) schnelle Entscheidungen in der komplexeren Post-Merger-Situation neue (IT-)Werkzeuge benötigt werden. [Ein] Planungsinstrument [das] in der Lage ist, die an den verschiedensten Orten und in unterschiedlichsten Tochtergesellschaften anfallenden Daten schnell zusammenzufassen, aufzubereiten und zu analysieren. Business Intelligence (BI) und Business Performance […]
an interesting article on critical thinking and how to deal with decision problems (and faults/pathologies/…). Notice this nice summary: Make sure you understand the logic behind your decision. Identify your assumptions and double-check them. Collect the data that will support or disprove your assumptions. Deliberately consider the situation from multiple frames. Remember the people! Think […]
Paul Wahl who has worked for Siebel and SAP (yes, CEO of SAP America) is pointing the finger at monstrous, huge corporate software programs that are overly complex, frightfully expensive and take a hell of a lot of time and money to install (and implement in the organization as well) … “Current software is too […]
An interesting review of a management book … called “It’s Not What You Say… It’s What You Do” by Laurence Haughton …. some noted gems: Laurence begins the book with a startling statistic. Fifty percent of company initiatives fall through the cracks within two years. and Most managers have a tendency to leap to conclusions, […]
