quarta-feira, 23 de março de 2011
terça-feira, 25 de janeiro de 2011
domingo, 23 de janeiro de 2011
Thinking...
Trends:
- Knowledge economy
- Increasing social connections based on online platforms
- Increasing consumption
- Competitive markets
- Collaborative lifestyle (sharing music, films,or sofas)
- Trends are global
- Motivation to know the unknown
- One good, one person
- Design era
- Political instability
- Environmental damages
- Social Responsability
-(...)
How can I connect all this to come up with high potential & responsible business models?
Thinking...
- Knowledge economy
- Increasing social connections based on online platforms
- Increasing consumption
- Competitive markets
- Collaborative lifestyle (sharing music, films,or sofas)
- Trends are global
- Motivation to know the unknown
- One good, one person
- Design era
- Political instability
- Environmental damages
- Social Responsability
-(...)
How can I connect all this to come up with high potential & responsible business models?
Thinking...
don't forget to act on that...
If you keep your food in a refrigerator,
Your clothes in a closet.
If you have a bed to sleep in,
and a roof over your head...
you are richer than 75% of the entire population.
What can we do to act on that? What will be our personal contribution?
Your clothes in a closet.
If you have a bed to sleep in,
and a roof over your head...
you are richer than 75% of the entire population.
What can we do to act on that? What will be our personal contribution?
sábado, 22 de janeiro de 2011
Por detrás das linhas
Por detrás das linhas,
Dos versos e das palavras soltas,
Estão sentimentos gravados em rimas,
Que nada querem saber de gramática e regras tontas.
Por detrás das palavras,
ditas por pessoas loucas,
muitos procurarão a lógica das coisas predeterminadas,
mas outros lerão com a certeza de serem só ideias como quaisquer outras.
Por detrás de coisas mal escritas,
Estão ideias, algumas um tanto ou quanto ridículas,
que gradualmente se vão perdendo,
por entre palavras mal lidas.
Dos versos e das palavras soltas,
Estão sentimentos gravados em rimas,
Que nada querem saber de gramática e regras tontas.
Por detrás das palavras,
ditas por pessoas loucas,
muitos procurarão a lógica das coisas predeterminadas,
mas outros lerão com a certeza de serem só ideias como quaisquer outras.
Por detrás de coisas mal escritas,
Estão ideias, algumas um tanto ou quanto ridículas,
que gradualmente se vão perdendo,
por entre palavras mal lidas.
A Hora da Partida
A hora da partida soa quando
Escurecem o jardim e o vento passa,
Estala o chão e as portas batem, quando
A noite cada nó em si deslaça.
A hora da partida soa quando
As árvores parecem inspiradas
Como se tudo nelas germinasse.
Soa quando no fundo dos espelhos
Me é estranha e longínqua a minha face
E de mim se desprende a minha vida.
Sophia de Mello Breyner Andresen
Escurecem o jardim e o vento passa,
Estala o chão e as portas batem, quando
A noite cada nó em si deslaça.
A hora da partida soa quando
As árvores parecem inspiradas
Como se tudo nelas germinasse.
Soa quando no fundo dos espelhos
Me é estranha e longínqua a minha face
E de mim se desprende a minha vida.
Sophia de Mello Breyner Andresen
Nunca mais
Nunca mais
Caminharás nos caminhos naturais.
Nunca mais te poderás sentir
Invulnerável, real e densa -
Para sempre está perdido
O que mais do que tudo procuraste
A plenitude de cada presença.
E será sempre o mesmo sonho, a mesma ausência.
Sophia de Mello Breyner Andresen
Caminharás nos caminhos naturais.
Nunca mais te poderás sentir
Invulnerável, real e densa -
Para sempre está perdido
O que mais do que tudo procuraste
A plenitude de cada presença.
E será sempre o mesmo sonho, a mesma ausência.
Sophia de Mello Breyner Andresen
segunda-feira, 17 de janeiro de 2011
Am I the boss that I wanted to be?
The answer was NO for days. No, I still don't know the correct answer but I'm working on that:
"What's required to become a great boss. It's a difficult journey that requires years, not weeks or months, of learning and steady personal growth. It's difficult because most of your learning will come from your own experience, and so it will at times be painful.
What effective bosses actually do. You cannot learn if you don't know where you need to go. You need benchmarks to measure yourself against".
"What's required to become a great boss. It's a difficult journey that requires years, not weeks or months, of learning and steady personal growth. It's difficult because most of your learning will come from your own experience, and so it will at times be painful.
What effective bosses actually do. You cannot learn if you don't know where you need to go. You need benchmarks to measure yourself against".
quarta-feira, 12 de janeiro de 2011
sexta-feira, 7 de janeiro de 2011
working in case studies...
"Julie Anko*, the head of a division of a retail company I work with, was at risk of getting fired. Here's the crazy thing: she was a top performer. She had done more for the brand in the past year than any of her predecessors had in five years.
The problem was that she was a bear to work with. She worked harder than seemed humanly possible and expected the same of others, often losing her temper when they wouldn't put in the same herculean effort she did. She was also competitive and territorial; she wanted the final say on all decisions remotely related to her brand even when her peers technically had the authority to make a decision. She wasn't good at listening to others or empowering them or helping them feel good about themselves or the team. And, though she was working all hours, things were falling through the cracks.
But none of that was the problem for which she was at risk of being fired. The real problem was that she didn't think she had a problem.
I was asked to work with her, and my first step was to interview everyone with whom she worked in order to understand the situation and share their perspectives with her.
When I did share the feedback, her response surprised me. "I didn't know it was that bad," she said, "but it doesn't surprise me." I asked her why.
"This is the same feedback I received at my previous company," she said, "it's why I left."
We could look at Julie and laugh at her ignorance. At her unwillingness to look at her failures and, as a result, repeat them. But the laugh would be a nervous one. Because many of us — and this includes me — do the same thing.
I'm often amazed at how many times something has to happen to me before I figure it out. I believe that most of us get smarter as we get older. But somehow, despite that, we often make the same mistakes. On the flip side — but no less comforting — we often do many things right and then fail to repeat them.
There's a simple reason for it: we rarely take the time to pause, breathe, and think about what's working and what's not. There's just too much to do and no time to reflect.
I was once asked: if an organization could teach only one thing to its employees, what single thing would have the most impact? My answer was immediate and clear: teach people how to learn. How to look at their past behavior, figure out what worked, and repeat it while admitting honestly what didn't and change it".
Special thanks to Harvard Business Review:
http://blogs.hbr.org/bregman/2011/01/the-best-way-to-use-the-last-f.html
The problem was that she was a bear to work with. She worked harder than seemed humanly possible and expected the same of others, often losing her temper when they wouldn't put in the same herculean effort she did. She was also competitive and territorial; she wanted the final say on all decisions remotely related to her brand even when her peers technically had the authority to make a decision. She wasn't good at listening to others or empowering them or helping them feel good about themselves or the team. And, though she was working all hours, things were falling through the cracks.
But none of that was the problem for which she was at risk of being fired. The real problem was that she didn't think she had a problem.
I was asked to work with her, and my first step was to interview everyone with whom she worked in order to understand the situation and share their perspectives with her.
When I did share the feedback, her response surprised me. "I didn't know it was that bad," she said, "but it doesn't surprise me." I asked her why.
"This is the same feedback I received at my previous company," she said, "it's why I left."
We could look at Julie and laugh at her ignorance. At her unwillingness to look at her failures and, as a result, repeat them. But the laugh would be a nervous one. Because many of us — and this includes me — do the same thing.
I'm often amazed at how many times something has to happen to me before I figure it out. I believe that most of us get smarter as we get older. But somehow, despite that, we often make the same mistakes. On the flip side — but no less comforting — we often do many things right and then fail to repeat them.
There's a simple reason for it: we rarely take the time to pause, breathe, and think about what's working and what's not. There's just too much to do and no time to reflect.
I was once asked: if an organization could teach only one thing to its employees, what single thing would have the most impact? My answer was immediate and clear: teach people how to learn. How to look at their past behavior, figure out what worked, and repeat it while admitting honestly what didn't and change it".
Special thanks to Harvard Business Review:
http://blogs.hbr.org/bregman/2011/01/the-best-way-to-use-the-last-f.html
terça-feira, 4 de janeiro de 2011
Heartbeat
There are a few things that I can't explain. I don't know what I feel.
Sometimes I feel like it's all over. But suddently, a photo or a facebook comment changes it all.I'm questioning everything I though I knew. All over again. What did I do wrong? Ohh, fuck. I know the answer and the it's quite long. I've listed it on, over and over.
I wish I could be there all over again. I wasn't good, I didn't like me there, but I was passionate about the things that I could do there. And maybe, that was the problem. I focused too much in what I wanted.
I think a lot. That's actually what I'm good at. Look, check the opportunities and go for it. I'm not good organizing it, managing it. I'm good at thinking and doing it. Organizing is not my kind of thing. It never was. I never knew how to be, what to do, what to think in there. When I saw it comming, I just reacted. And when I was realizing that I could find a way to be me...Some ajustments, a few things...here and there that could change it all...Well, it already was too late.
All I needed was time to deep into the path and think. Time to talk with people who didn't know how to do it either. In the end of it, we all got it all. All it takes is listening, talking and putting it all together. Maybe I got it all too late. Maybe I did it all wrong. Maybe... Maybe...
I think, I guess, maybe, I don't know...This words still come out my mouth everytime I try to explain myself what happened. But when I hear something about it, when I see something about it, when I hear about them, when I see them...My heart starts beating so fast that I can feel it in every part of my body. I might had been a failure...a total disaster, but I could do things for it that nobody could ever imagine. I loved it.
Now, what is in the past is in the past. The scar is so ugly! But the pain is gone. It will take me a lot of time to heal. The damage is too deep. But it's a start.
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