December 4, 2016

From Twitter:

5:44 . . .	Strategy as Tires: This week, we’ll be looking at affective forecasting. You might not want to think in an app, but you’ll emote. .
5:48 . .	Strategy as Tires: Where do we stop examining our tails? Large behaviors generate large histogram bars. Details generate small histogram bars.
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5:50 . . .	Strategy as Tires: Those large histogram bars ignore the details. The small histogram bars fuse towards the large histograms.
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16:57 . .	Strategy as Tires: What have we not paid any attention to for a while? Have our distractions become our reality?

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December 3, 2016

From Twitter:

1:55 . . .		Strategy as Tires: We’ve looked at our bandwidth metrics. Several of our companies have narrowed their thinking this year. They will be explored. .
1:56 . . .		Strategy as Tires: Every company has a long tail. The question is do they run on the front of the curve or the tail. Where do they think? .
1:57 . . .		Strategy as Tires: Those tails roll up, but do they unroll as well? Who knows the details? Who knows the generalities. .
1:59 . . .		Strategy as Tires: That general factors vs the details, aka the factors hidden in the noise are not the physical vs the organic/biological. .
2:01 . . .		Strategy as Tires: Real issue with tails is entropy loss (physical) vs entropy gain (biological). Measure the bits & where they’re headed. .
2:02 . . .		Strategy as Tires: A narrow mindset is a narrow waveguide for the stochastics. Don’t confuse that with big or little data. .
2:02 .		Strategy as Tires: Big data creates space for little data.
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5:29 . .		Strategy as Tires: HR doesn’t want to hire the people I want hired. HR gets to decide if they want to be bypassed or not.
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19:59 .		Strategy as Tires: Process knowledge leaves and never comes back

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December 2, 2016

From Twitter:

3:42 .	Strategy as Tires: At times standing around is the most efficient thing to do.

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December 1, 2016

From Twitter:

1:20 . .	Strategy as Tires: Financialization at the division level is not permitted. Making a real profit is necessary in our companies.
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2:50 . . .	Strategy as Tires: Management has to know when an employee has been fighting a counterinsurgency over a policy that the employee objected to. .
2:53 . . .	Strategy as Tires: So one of our advocating employees left before implementation. Who objected to the policy the advocating employee advocated? .
2:54 . . .	Strategy as Tires: The “No” voters, the defectors, persist. The “Yes” voters, the cooperators, do not persist. A wonderful asymmetry, not. .
2:55 . . .	Strategy as Tires: Every asymmetry you meet will teach you something regardless of your readiness to learn. .
2:58 . .	Strategy as Tires: The spooky part of an asymmetry is knowing just how asymmetric it is. .
2:59 . .	Strategy as Tires: Your asymmetry can throw you off your vehicle and run you over with that very vehicle. .
3:00 . . .	Strategy as Tires: How many Gs can you take? How many Gs are too many? Seek equilibrium at the saddle point, aka the value of the game. .
3:01 .	Strategy as Tires: The AsIf reviews tell us that most of the ifs are not on target.
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3:24 . . .	Strategy as Tires: So did you encounter myth today? What made it myth? I’ll expect a report in the morning. .
3:25 .	Strategy as Tires: Know your organization’s myths. They may differ from the official myths.

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