Author Archives: Greg Satell

The Gladwell Trap

I recently bought a book that I was really excited about. It’s one of those books that’s created a lot of buzz and it was highly recommended by someone I respect. The author’s pedigree included Harvard, Stanford, McKinsey and a career as a successful entrepreneur and CEO. Yet about halfway in I noticed that he was choosing facts to fit ...

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To Truly Network Your Organization, Avoid These 4 Myths

In an age of disruption, everyone has to adapt eventually. However, the typical organization is ill-suited to change direction. Managers spend years—and sometimes decades—working to optimize their operations to deliver specific outcomes and that can make an organization rigid if the face of a change in the basis of competition. So it shouldn’t be surprising that the idea of a ...

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Is Artificial Intelligence The New Productivity Paradox?

In the 1970s and 80s, business investment in computer technology were increasing by more than 20% per year. Strangely though, productivity growth had decreased during the same period. Economists found this turn of events so strange that they called it the productivity paradox to underline their confusion. Productivity growth would take off in the late 1990s, but then mysteriously drop ...

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This Small Startup Is Building The Tools That May Power The Quantum Era

In 2012, Shaun Wilson and Michael Brett were designing aerospace simulation software. On one particular project, Lockheed Martin’s Chief Scientist, Dr. Ned Allen, mentioned that it had just acquired an early quantum computer from D-Wave Systems, which he thought would help with computational work. They were impressed. “We found that it was an incredibly promising technology, Brett told me. “We ...

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The Eureka Moment Myth

In 1928, Alexander Fleming arrived at his lab to find that a mysterious mold had contaminated his Petri dishes and was eradicating the bacteria colonies he was trying to grow. Intrigued, he decided to study the mold. That’s how Fleming came to be known as the discoverer of penicillin. Fleming’s story is one that is told and retold because it ...

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How A Networked Culture Drives Innovation

In Who Says Elephants Can’t Dance, the bestselling memoir of the his historic turnaround at IBM, Lou Gerstner wrote, “I came to see, in my time at IBM, culture isn’t just one aspect of the game—It is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.” There has been ...

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When Should You Collaborate and When Should You Compete?

Boeing and Airbus are arch-rivals, competing vigorously over decades for supremacy in the global aviation market, much like DowDupont and BASF do in chemicals. Yet all of these companies, along with many others, collaborate at places like the Composites Institute (IACMI). They do this not out of any altruism, of course, but self-interest. It is at places like the Composites ...

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