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There’s a lot of stress in the working world these days, and to me, it all comes down to our blatant disrespect of uncertainty.

Inspiration is the fuel for imagination and imagination is the power behind innovation..

When the train is getting ready to pull out of the station, and you know in your heart the destination isn’t right, what do you do? If you still had time to talk to the conductor, would you? What would you say?

There are three types of innovation: innovation that creates jobs, innovation that’s job neutral, and innovation that reduces jobs.

The Holy Grail of marketing is to identify emerging customer needs before anyone else and satisfy them to create new markets. It has been a long and fruitless slog as emerging needs have proven themselves elusive. And once candidates are identified, it’s a challenge...

There’s a natural hierarchy to work. Your job, if you choose to accept it is to climb the ladder of hierarchy rung-by-rung. Here’s how to go about it:

Whether at work or home, there are highs and lows. And you’re not getting special treatment, that’s how it is for everyone. And it’s a powerful fundamental, so don’t try to control it, ride it.

Productivity generates profit. No argument. But it has two sides – it can be achieved through maximization by increasing output with constant resources (machines and people) or through minimization with constant output and decreasing machines and people. And the main pillars of both flavors are data, tools, and process.

There’s a lot buzz around reinvention and innovation. There are countless articles on tools and best practices; many books on the best organizational structure, and plenty on roles and responsibilities. There’s so much stuff that it’s tough to define what’s missing, even when what’s missing is the most important part.

When there’s a big job, you’re taught to break it into a series of sub tasks, sequence them, and go after them with vigor. When there are different types of work within a job, you’re taught to break down the work into related bits of work, assign specialists, and take them on with the utmost efficiency. When there’s a big problem, you’re taught to break it into mini problems, solve them one at a time, and then recombine. This works sometimes, but more often than not, it doesn’t.