Posts

Showing posts from December, 2012

Most recent post

The art of futility

-
Image
  Creation doesn’t save. Art stabilises. That’s why art continues after belief has died. Not because it promises something— But because consciousness cannot stop itself. The will to create isn’t heroic. It’s involuntary. A reflex. The art of futility A spoken monologue I don’t make art because it matters. I make it because consciousness produces excess. And excess demands release. That’s the first lie we’re taught—that art points toward truth. Truth doesn’t need us. It existed before our gestures and will remain after our silence. Art isn’t revelation. It’s a regulation. An overdeveloped mind can’t remain idle. Thought accumulates. Pressure builds. Expression becomes a discharge—not a message. This isn’t noble. It’s biological. Paintings. Texts. Sounds. Images. All variations of the same maneuver. Not transcendence . Containment . Once you see this, ambition collapses. Influence. Legacy . Relevance. These are metaphysical debts art can no longer pay. The work is finished the mome...
Post a Comment
Read more

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...
Post a Comment
Read more

Strategy and Culture

-
Image
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...
Post a Comment
Read more