Trevor van Gorp just pointed me to the Engage site which — once you’ve completed the free registration — has a wealth of resources for doing research and design with emotions in mind (which, given we’re emotional creatures, should be pretty much always).

Trevor, incidentally, just finished an impressive master’s thesis at the University of Calgary on emotional state chaining. Hopefully he’ll start doing workshops to teach his techniques to the rest of us. He’ll have a website up soon.

I attended an interview last night with Michael Linton, CMO of Best Buy, sponsored by Fortune magazine. He expressed the same healthy attitude toward trials that I’ve heard from other successful executives, e.g. “We have the programs we do regularly, the ready-aim-fire activities. Then we have the ready-fire-aim activities, the new programs we’re trying out. It’s important you don’t try to measure those in the same way. Some won’t contribute to making your numbers but will teach you new things.”

And he offered less common advice, like “If you can be 70% successful in a new activity, that’s great. If you try to acheive the other 30%, the market will probably move on without you while you’re striving for perfection. We work hard to keep up with the market.“

Fortune magazine has rewritten Jack Welch’s rules on management to reflect changes in the business environment. Jack’s first rule was Big dogs own the street and Fortune says that rule should now be Agile is best; being big can bite you.

With the rate of change in business today, it’s hard to argue with the benefits of being agile, but exactly how does a manager make her organization more agile? I’ve been exploring this by adapting agile development principles for general managers, creating practices for becoming adaptive, fast, and focusing on value. I’ve really only scratched the surface so far; there’s incredible potential to improve the way we structure projects, make investments, and communicate, and it’s great to see media like Fortune recognize this potential.

Link courtesy businessinnovationinsider.com

Irving Wladawsky-Berger, VP of Technical Strategy and Innovation at IBM, on the need to move away from a purely hierarchical approach to strategy:

“…for technologies and markets, the hierarchical approach is too rigid and must be complemented with more dynamic, bottoms-up approaches that constantly probe and react to what is going on within the business and out in the marketplace. Achieving the proper balance between a top-down strategy — necessary for proper governance, and a bottoms-up strategy that reflects the realities of the marketplace may be one of the biggest competitive challenges facing a business.“

Last week a friend of mine was telling me about how new products are created at her software start-up. Essentially it consists of salespeople talking to current and potential customers about an existing product and asking, “What else would you like it do to?”

That in itself is a fine question that acknowledges the customer as having valuable ideas. But in this case, and others I’ve seen, it comprises the entire idea-generation process and grows out of a requirements mentality that looks superficially at customers’ needs. The organization substitutes the customer for the business analyst and lacks a business model and product concepting process. Instead of having a vision of how the company could satisfy unmet needs or create new markets, they’ve abdicated responsibility for new product development to the customer, which doesn’t always reveal useful insights.

These companies have a special need to move design and innovation activites from the production end of the business, which asks “How do we build?” to the front of the business, which asks, ‘What should we build?’

Jamais Cascio on Artifacts from the Future: “If scenario creation was the poster-boy for futurism in the mid-1990s, artifact creation looks to play that role for mid-2000s futurism…. I can’t imagine doing a major futurist project now without using some kind of tangible element of the future, even if it’s just an article from a magazine of a decade or three hence. These artifacts provide an anchor for the recipients, not in the sense of holding them back, but in the sense of giving them a grounding from which to explore.“

In City Planet, Stewart Brand describes the current massive migration to the world’s cities and the reality of squatter cities. The piece changed the way I understand cities and how the world population is evolving. Here’s some quotes…

The growth of cities has led to demographic trends exactly the opposite of what many experts have predicted… Demographically, the next 50 years may be the most wrenching in human history. Massive numbers of people are making massive changes. Having just experienced the first doubling of world population in a single lifetime (from 3.3 billion in 1962 to 6.5 billion now), we now are discovering it is the last doubling… Just as the population exploded upward exponentially when the birthrate was above 2.1, it accelerates downward exponentially when it’s below 2.1. Compound interest cuts both ways. Fewer children make fewer children.

Continue…

I just noticed Kevin Kelley’s New Rules book is online. From Chapter 8 comes another reason innovation is hard to sell:

“A real innovation is sufficiently different to be dangerous. It is change just this side of being ludicrous. It skirts the edge of the disaster, without going over. Real innovation is scary. It is anything but harmonious.“

The Satorialist has suddenly made a big splash in both the blogging and fashion worlds with a very simple idea: take photos of wonderfully-dressed everyday people on the street and post them on a blog. The author’s eye and insightful commentary create little moments of education and beauty. We knew about the threats to classifieds and news and encyclopedias, and this peck at the high-media establishment further demonstrates that everything — even the insular fashion publishing world — is subject to the democratization of publishing.

Next time you’re at the bookstore have a look around and wonder what wouldn’t benefit from a simpler or more social approach or a whole new perspective.

This photo is titled, What Every American Boy Dreams Parisian Girls Look Like. Sigh.

In Why Managing by Facts Works, Pfeffer and Sutton urge us to manage-by-evidence rather than gut instinct. This is less an argument against Blink-style decisions than it is an argument for prototyping…

…treat the organization as an unfinished prototype. Executives who use evidence-based management best encourage their employees to learn even as they act on what they already know. They regard their companies as a work in progress — one that constantly needs to be tested, probed, and experimented with, to be certain that it is evolving in the right direction. They never view their companies as “not broke, so why fix it?” They are confident enough to act on what is already known (even when knowledge is vague and incomplete), and humble enough to change course, if need be, when new information comes along. 

They interpret Web 2.0 companies as the evolved form of evidence-based investing: “By and large, venture capitalists only fund Web-based companies that already have proven the ability to attract customer traffic.”

Incidentally, Bob Sutton’s blog is full of more not-so-common sense.