I would like to think of this as an innovative reimagning of Martin Belam’s Friday Reading posts but as you can see it is a blatant copy. Imitation is the sincerest form of flattery etc. Anyway, I am using this as a way to get back into the habit of more regular writing and also a way of focusing on the links I habitually collect but sometimes neglect i.e. never get around to reading.
So here goes Aden’s Friday Reading List #1. A collection of long(ish) form links on technology, innovation, banking and anything else I deem interesting enough to include. These links are also available in a handy readlist that you can send to your favourite digital reading device.
‘Paul Buchheit says that people at the leading edge of a rapidly changing field “live in the future.” Combine that with Pirsig and you get: Live in the future, then build what’s missing.‘
‘To paraphrase the scientist Jacob Bronowski, no society or organization died from this kind of dissent, but plenty perish from conformity. Every company could use their own dedicated objectionists–confidently criticizing what others didn’t feel empowered enough to speak up about.’
‘Most companies have built up significant barriers to innovation. Culture, strategy, internal processes and the needs of existing customers all conspire to stave off ideas about doing things differently. Therefore, the question every organization needs to ask itself is the following: If someone came to you with a breakthrough innovation, how would they sell it?’
‘Brainstorming, whether you believe in it or shun it, is a fantastic neologism. But as Frog Principal Designer David Sherwin has found, it’s also a very American word–one that doesn’t exist in every language. “We were in Bangladesh, trying to translate the idea into Bengali,” says Sherwin, remembering a recent trip his team spent working with teenage girls on community issues. “One of the translators on our team wrote up on the board, brain + storm. It couldn’t be translated.”’
‘Any time an innovation is introduced to a group of users, it requires them to change their behavior. After all, innovations are by definition “new.” And with this newness comes change.’
””If [you open your data] you can change the rules to expose your competitor’s internal contradictions,” Taggart said. “Most big, fat secure companies don’t have the confidence to disrupt themselves.”‘
‘Noam Bardin wanted to expand the reach of his company’s mobile mapping app to South America. It was a bold idea, but an expensive one. So over the past year, Bardin, the chief executive officer of Palo Alto-based Waze, met with resellers of geographical mapping information and asked them for access to their proprietary data. The catch: The Israeli entrepreneur said that he didn’t want to pay a dime to get it.‘
‘My friend and co-worker Tom has a thesis about Apple’s biggest problem: Google is getting better at design faster than Apple is getting better at web services.‘
‘The atmosphere at Apple was poisonous. It was a very heavy top-down management style. My own personal experience of it was short and painful. Decisions by senior staff (yours truly) were questioned by people higher up who didn’t really have trust in their employees. Twitter is completely different. Employees there are treated like grown-ups. Decisions are owned by whoever decides to make the decision. If someone says “Hey, we should do X,” the response tends to be “go for it!”
‘I owe my life to technology.