Prix des maisons en Norvège

La bulle immobilière canadienne et américaine n'est rien si on compare à ce qui se passe en Norvège.

StandOut

Provider and Advisor

Your comparative advantage: YOU'RE A ROCK.

Your broad shoulders can readily bear the weight of many different people coming to you with many different problems. And because those people sense that you genuinely care about their problems--rather than merely caring about pure competence or social influence or creative genius--they follow your guidance. The impact of your advice is vitally important to you. Did your solution or suggestion have the intended result? Did it improve people's experience, advance their agendas, or solve their issues? You need to have access to this information, so you're diligent with your follow-up, always from a sincere place of genuine care.

The greatest value you bring to the team:

Your pointed counsel and unwavering support, and the trust these build.

Provider: You sense other people's feelings and you feel compelled to recognize these feelings, give them a voice and act on them.


Advisor: You are a practical, concrete thinker who is at your most powerful when reacting to and solving other people's problems.

Design Thinking

We need more mad designers focused on customer experience and business model innovation. If you don't have design talent in your organization doing more than product and website design you are making a mistake. Whether you are interested in business model innovation or not you should be leveraging design thinking and process to improve your customer experience. It is a requirement for business model innovation. In fact, maybe we need to bang together the heads of mad scientists and mad designers.

(via Fortune)

Endettement étudiant

Un étudiant du MBA à Harvard qui a pris le taureau par les cornes pour éliminer ses dettes.

La pollution à Beijing

Une étude qui démontre que les efforts pour améliorer la qualité de l'air à Beijing pendant les jeux olympiques ont porté fruit.

MIT et Harvard Online

Ça s'en vient. (via The Atlantic)

Orage au-dessus de Montréal

The Demon Storm from operatique on Vimeo.

Une autre opportunité manquée

En ces temps de magasinage d'auto, un site qui donne de l'information pertinente. (via Fortune)

Les barges de Paducah

Bon article sur l'industrie du transport par barges aux États-Unis.

Director vs Facilitator

George C. Edwards III, a political scientist at Texas A. & M., who has sparked a quiet revolution in the ways that academics look at Presidential leadership, argues in “The Strategic President” that there are two ways to think about great leaders. The common view is of a leader whom Edwards calls “the director of change,” someone who reshapes public opinion and the political landscape with his charisma and his powers of persuasion. Obama’s many admirers expected him to be just this.

Instead, Obama has turned out to be what Edwards calls “a facilitator of change.” The facilitator is acutely aware of the constraints of public opinion and Congress. He is not foolish enough to believe that one man, even one invested with the powers of the Presidency, can alter the fundamentals of politics. Instead, “facilitators understand the opportunities for change in their environments and fashion strategies and tactics to exploit them.” Directors are more like revolutionaries. Facilitators are more like tacticians. Directors change the system. Facilitators work the system. Obama’s first three years as President are the story of his realization of the limits of his office, his frustration with those constraints, and, ultimately, his education in how to successfully operate within them. A close look at the choices Obama made on domestic policy, based on a review of hundreds of pages of internal White House documents, reveals someone who is canny and tough—but who is not the President his most idealistic supporters thought they had elected.

(from the Obama Memos, The New Yorker)