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Showing posts from December, 2012

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The Anatomy of Friction: Signature vs. Smudge

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  The Anatomy of Friction: Signature vs. Smudge When standing before a canvas, the observer is partially immersed in a physical convergence. On the gallery wall, a metaphorical fingerprint looms between the portrait and the viewer. As the thick pigment bleeds down the plaster and pools onto the concrete floor, the participant casts a quiet silhouette. A ghost echo of human presence observing an artistic expression encapsulates human contact. To say the fingerprint is more than a signature is to embrace the core of the creative act. In the shadow of the bronze man The signature belongs to the marketplace and the textbook. It lives in auction catalogues, provenance records, and legal contracts. It tells you how much the painting is worth, which estate holds the rights, and who receives the cultural credit. It is an administrative seal—a brand stamped upon a surface to declare completion and commercial value. In our current landscape of digital creation, AI synthesis, and endless virt...

Education Drivers, Innovation, Culture and Targets

Education Drivers   (Fullan) personalised student centred capacity systemness System Needs & Change   (Clayton Christensen) efficiency (faster & cheaper) sustaining (improve current system needs), disruptive (make complicated solutions simpler) Enabler Technologies  internet ubiquitous mobile efficient (cost and HR support) rich content Purpose and Target Doing the same things the same way will not work Move from a centralised authority to a discreet and   targeted system focus on targeted client audiences (not at the system middle) view schools as interconnected cottage industries focus on teaching and learning work practices (Hattie) Why, then how then  what  Innovation and Culture innovation is as important for leaders as strategy and operational excellence Innovation to enable continuous improvement (not big bang) Disciplined, deliberate, relentless Developing business units cultur...

Strategy and Culture

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Culture eats strategy  Culture can be identified in a business unit's artifacts : vision,  norms,  symbols,  beliefs,  behaviors, and  traditions. Strategy - successful strategies need supportive cultures.   Issue Q : How does a business unit get the best out of strategy in periods of uncertainty and structural change. (How do you get buy-in to achieve what needs to be achieved?) ---------------------------------------------------   The Culture of a Business Unit   Business Unit Questions: How do our artifacts describe us? What artifacts actively attracts people to use our services? What artifacts actively discourage success? Immediate culture questions Vision and Mission  how is the vision made evident throughout all of our activities? is the vision and mission persuasive?  Collaboration  how do our projects cross support and benefit each other? Education  how do...