One major mistake Schneider had seen was how companies confused supporting roles, like legal, human resources, and information technology, with product creation roles like design and development. Product creators are the true talent of any corporation, especially one claiming to bet on innovation.…
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Scott Berkun
Scott Berkun is an American author and speaker. Scott Berkun studied computer science, philosophy, and design at Carnegie Mellon University. He worked at Microsoft from 1994 to 2003 on Internet Explorer 1.0 to 5.0, Windows, MSN, and in roles including usability engineer, lead program manager, and UI design evangelist. He left Microsoft in 2003 with the goal of filling his bookshelf with books he has written. He has written three best-selling books: Making things happen, The Myths of Innovation, and Confessions of a Public Speaker. He taught creative thinking at the University of Washington, led an NYC architecture tour at the GEL conference, and his work has been featured in the New York Times, Washington Post, and on National Public Radio. Scott makes a living speaking at events and teaching seminars around the world on topics including leading teams, managing projects, and creative thinking. In 2008 he received the Jolt Award for Productivity Winner for his book "The Myths of Innovation". 2Bibliography The Art of Project Management, ISBN 0-596-00786-8 Making things happen, ISBN 0-596-51771-8 The Myths of Innovation, ISBN 1-4493-8962-7 Confessions of a Public Speaker, ISBN 1-4493-0195-9 Mindfire: Big Ideas for Curious Minds, ISBN 0-9838731-0-0 The Year Without Pants: WordPress.com and the Future of Work, ISBN 978-1118660638 The Ghost of My Father ISBN 978-0983873129 2References 2External links Scott Berkun web pag
The most dangerous tradition we hold about work is that it must be serious and meaningless.
The problem with problem-solving methods, which all business methodologies are, is that they are abstractions, but the world is not abstract. Real work contains hard parts that no method can dictate for you.
The honest test of the value of any management activity is to run projects without some of them and observe how well people perform with a lighter touch. It’s a test few leaders have the courage to take.
It takes more passion to choose, on your own, to build a website, a mobile application, or a company than to follow years of instructions to get a degree. A GPA is not a strong indicator of passion, except for the dubious motivations of wanting to find the right answer to other people’s questions.…
People who love great things but are ignorant of how they’re made are mystified by how dirty they have to get their own hands to make anything at all: they think the mess means they’re doing something wrong, when mostly it just means they’re finally doing real work.
Here’s why famous experts who write books never go back to regular jobs: regular jobs are hard. Regular jobs mean you answer to others. Regular jobs mean you do regular, often repetitive, things. Regular jobs mean you are not the center of attention and have to follow rules made by other people.…
What good is something that scales well if it sucks? Why is size the ultimate goal or even a goal at all? If you're the kind of person who loves Seaside or the place where you work, you don't need it to be any bigger than it is. The inability to scale is one of the stupidest arguments against a…