Management theory demonstrates that goal-setting has a downside: blindly heading down the wrong path and missing opportunities. NY Times http://nyti.ms/degyJS
"Provisional" bonuses offered in advance, with the possibility of forfeiture, are more motivating than standard bonuses. Economist magazine: http://bit.ly/5YGGyH
Some internet companies "do what's cool" as the main component of their business plan. NYT: http://www.nytimes.com/2006/04/02/business/yourmoney/02frenzy.html
The words we use matter. For example, telling staff to say "I intend to..." instead of "May I" empowers them. And other useful tips. http://99u.com/25567
"when Google increased family leave from 3 months to 5, they saw a 50 percent drop in the number of moms who quit"
Boeing posts requests for proposals online along with a fair price, and pre-qualified vendors can post proposals and prices, all in public, bidding down the price lower and lower. As described in "The World is Flat" by Thomas Friedman.
Nonprofits are often resource constrained. That doesn't mean they can't scale in impact. This article reviews six strategies (bricks to clicks, networks, training, advocacy, alter attitudes, strengthen the sector) described by Jeffrey Bradach of Bridgespan Group. Stanford Social Innovation Review http://bit.ly/8YSl73
Asia is becoming the hotbed of innovation, especially in reinventing good-quality products that are much cheaper: $3000 cars, $300 computers and $30 cell phones. Economist Magazine special report: http://bit.ly/bnu2cJ
Professors at the Yale School of Management show that highest picks in the NFL draft perform worst dollar for dollar. Late first round and high second round picks do best. This probably has implications for other selection processes, such as picking CEOs. Yale SOM http://bit.ly/c2Bzbf
If you want to create a revolutionary product or experience, don't listen to customer feedback (because they don't know). Watching the customer is OK. The curious example of one of Europe's most successful restaurants | Harvard Business School http://bit.ly/cTLMVE
Northwestern University researchers demonstrate that bad decisions beget more bad decisions, in part because of human tendency to factor in sunk costs. When trying to undo bad decisions, it makes sense to consult outsiders with no vested interest. Science Magazine http://bit.ly/9fMx8C
Businesses increasingly are not only outsourcing call centers to India, but also model-building and analytics. Harvard Business Review http://bit.ly/b7ecL3