The smartest groups, then, are made up of people with diverse perspectives who are able to stay independent of each other.
James SurowieckiRead
Corporations hope that the right concept will turn things around overnight. This is what you might call the crash-diet approach: starve yourself for a few days and you'll be thin for life.
Interpretation
The quote critiques the unrealistic expectations that corporations have about quick solutions for their problems.
In this quote, James Surowiecki highlights the flawed thinking in corporate culture that seeks rapid solutions to complex issues. He compares this approach to a crash diet, suggesting that just as temporary starvation won't lead to lasting health, superficial strategies won't ensure sustainable success for organizations. The implication is that genuine change requires long-term commitment and effort, rather than quick fixes.
In practice
In a business meeting when discussing long-term strategies versus quick solutions.
The smartest groups, then, are made up of people with diverse perspectives who are able to stay independent of each other.
On the simplest level, telecommuting makes it harder for people to have the kinds of informal interactions that are crucial to the way knowledge moves through an organization. The role that hallway chat plays in driving new ideas has become a cliche of business writing, but that doesn't make it less true.
The history of the Internet is, in part, a series of opportunities missed: the major record labels let Apple take over the digital-music business; Blockbuster refused to buy Netflix for a mere fifty million dollars; Excite turned down the chance to acquire Google for less than a million dollars.
In a world where companies increasingly know about their business in real time, it makes no sense that public reporting mostly follows the old quarterly schedule. Companies sit on vital information until reporting day, at which point the market goes crazy.
Linux is a complex example of the wisdom of crowds. It's a good example in the sense that it shows you can set people to work in a decentralized way - that is, without anyone really directing their efforts in a particular direction - and still trust that they're going to come up with good answers.
It's a familiar truism that at any one moment, financial markets are dominated by either fear or greed. But the healthiest markets are those that are animated by both fear and greed at the same time.
Positive and engaged brains are a company's greatest assets. More than time and even more than productivity, people must be happy.
It is very difficult to get people to focus on the most important things when you're in boom times.
There's a fundamental distinction between strategy and operational effectiveness.
There is a huge body of business evidence now showing that energy savings give better service at lower cost with higher profit. We have to tear down barriers to successful markets and we have to create incentives to enter them.
Most business models have focused on self interest instead of user experience. Those are the kinds of problems we solve to solve.
One customer well taken care of could be more valuable than $10,000 worth of advertising.
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