Rita McGrath: “Here’s the problem – today’s successful business is almost certainly not tomorrow’s. While this sounds utterly obvious, many companies don’t seem to deal with resource allocation in a way that recognizes this problem. For most managers, running a large, successful business is what put them in the powerful positions they have. Contemplating shrinking that business or redeploying its assets and capabilities to somebody else’s business is not in their own personal best interest. The result is that valuable resources – people, actually, even more than money – get used to shore up the position of businesses that are starting to fade. This may eke out a little more time for the managers in charge, but it can put an organization at a devastating disadvantage by the time the declining fortunes of a once-powerful business are obvious to everybody.”
How To Avoid High Conflict: Yascha Mounk talks to Amanda Ripley. “Investigative journalist Amanda Ripley believes good conflict can help solve deep political divides. But when it escalates beyond the point of no return, it becomes “high conflict”: a fight less about the issue at hand and more about owning the other side. In her new book, she chronicles how dangerous high conflict is to individuals and societies—and offers suggestions for how to dig yourself out of it.”
The Extent of the Market is Limited By the Imagination of the Regulators: by Art Carden. “When entrepreneurs have to ask people for permission to innovate, they are limited to what the regulators can understand or at least imagine. Government regulation doesn’t exactly lend itself to real novelty, nor does it lend itself to seemingly strange cultural transplants…If the regulators lack the imagination to successfully design a pencil, it is hardly clear that they have the imagination to successfully design an effective and efficient regulatory framework.”
