Archive for September, 2014

Wedding Photos and Managing Information Overload

Posted on September 30th, 2014 · Posted in Analysis and Opinion

Recently I attended a session at Haifa University, where the MA students of the Faculty of Management presented their research theses. I love these opportunites to hear bright young folks share their ideas! One presentation attracted my attention in particular: Dina Fridman talked about “Contemporary Wedding Photography: New photography Practices and digital wedding album management” (see her abstract here). The point is that today everyone has a camera in their phone, so the role of the traditional professional photographer is complemented by scores of amateurs who create a vast number of photos, then share them online. Dina wanted to research.. Read more

Information Overload and Innovation: a Vicious Circle

Posted on September 18th, 2014 · Posted in Analysis and Opinion

An unusual lecture subject Yesterday I gave a somewhat unusual invited lecture at the Innovation as Culture conference in Tel Aviv. The lecture was about Information Overload, something I speak about often, but in this case I was asked to consider it from an Innovation point of view. After some thought I realized there were a number of points of congruence between these two subjects: after all, innovation requires thinking, and information overload is a major barrier to deep, focused thought. On the other hand, many solutions to information overload are extremely innovative. That’s two areas to explore already –.. Read more

New Insight Article: Want to Motivate Employees? Don’t Treat Them Like Children!

Posted on September 8th, 2014 · Posted in Analysis and Opinion

A great deal has been written about how to motivate your workforce, and there are many valid ways to go about it. One method, however, is so simple and effective that it’s hard to understand why many companies miss out on applying it. The secret is simple: accord your employees – all of them, even the newest young hires – your unquestioning trust. In other words, show them that you trust their judgment, and that they have your permission to apply it as they see fit. No micro-management, no debilitating approval loops, no frustrating insistence on excessive control. You hire.. Read more