irrelevance   25

London has more murders than NYC for second month in a row, by Steve Sailer - The Unz Review
It is exceedingly difficult for any British citizen to possess a gun of any description – although nasty gangsters all seem to have them.
I’ll wager that *most* Britons have never even seen, let alone touched or even handled a real firearm in their lives.
london  murder  rate  increase  gun  control  irrelevance  quote 
june 2018 by elev8
The Globe and Mail’s Self-Sabotage
SEP. 1, 2017 | The Walrus | BY LAUREN MCKEON.

By firing two popular female columnists in a bid to save money, our newspaper of record may pay a bigger price: its increasing irrelevance.....The idea that the paper belongs to its male readers and its male journalists appears so deeply ingrained in the Globe—and Canadian media—that it has become utterly unremarkable. Of the Globe’s remaining columnists—that we know of, at least—fifteen are men and seven are women. As has been previously reported, they are all overwhelmingly white. And it doesn’t help matters that of the ten editors on the Globe’s masthead, only three are women.
But this goes beyond questions of representation. The Globe isn’t merely failing women; it’s failing, period. Just days before news of Southey and McLaren leaked, the Globe had been busy shrinking other sections of the newspaper. When it comes to the paper’s weekday print edition, management decided to keep the Globe’s news and business sections as standalones, but sports, as well as life and arts coverage, will no longer exist as their own territories— they’ll be folded into the other two. This, in turn, comes on the heels of a decision to cut the paper’s Atlantic print edition for the end of November. If Canada’s paper of record is in survival mode, then, I’m curious: who exactly is it surviving for?
Globe_&_Mail  firings  women  self-sabotage  newspapers  irrelevance  Leah_McLaren 
october 2017 by jerryking
The path to enlightenment and profit starts inside the office
(Feb. 2, 2016): The Financial Times | John Thornhill.

Competition used to be easy. That is in theory, if not always in practice. Until recently, most competent companies had a clear idea of who their rivals were, how to compete and on what field to fight.

One of the starkest - and scariest - declarations of competitive intent came from Komatsu, the Japanese construction equipment manufacturer, in the 1970s. As employees trooped into work they would walk over doormats exhorting: "Kill Caterpillar!". Companies benchmarked their operations and market share against their competitors to see where they stood.

But that strategic clarity has blurred in so many industries today to the point of near-invisibility thanks to the digital revolution and globalisation. Flying blind, companies seem happier to cut costs and buy back their shares than to invest purposefully for the future. Take the European telecommunications sector. Not long ago most telecoms companies were national monopolies with little, or no, competition. Today, it is hard to predict where the next threat is going to erupt.

WhatsApp, the California-based messaging service, was founded in 2009 and only registered in most companies' consciousness when it was acquired by Facebook for more than $19bn in 2014. Yet in its short life WhatsApp has taken huge bites out of the lucrative text messaging markets. Today, WhatsApp has close to 1bn users sending 30bn messages a day. The global SMS text messaging market is just 20bn a day.

Car manufacturers are rapidly wising up to the threat posed by new generation tech firms, such as Tesla, Google and Uber, all intent on developing "apps on wheels". Chinese and Indian companies, little heard of a few years ago, are bouncing out of their own markets to emerge as bold global competitors.

As the driving force of capitalism , competition gives companies a purpose, a mission and a sense of direction. But how can companies compete in such a shape-shifting environment? There are perhaps two (partial) answers.

The first is to do everything to understand the technological changes that are transforming the world, to identify the threats and opportunities early.

Gavin Patterson , chief executive of BT, the British telecoms group, says one of the functions of corporate leaders is to scan the horizon as never before. "As a CEO you have to be on the bridge looking outwards, looking for signs that something is happening, trying to anticipate it before it becomes a danger."

To that end, BT has opened innovation "scouting teams" in Silicon Valley and Israel, and tech partnerships with universities in China, the US, Abu Dhabi, India and the UK.

But even if you foresee the danger, it does not mean you can deal with it. After all, Kodak invented the first digital camera but failed to exploit the technology. The incentive structures of many companies are to minimise risk rather than maximise opportunity. Innovation is often a young company's game.

The second answer is that companies must look as intensively inwards as they do outwards. Well-managed companies enjoy many advantages: strong brands, masses of consumer data, valuable historic data sets, networks of smart people and easy access to capital. But what is often lacking is the ambition that marks out the new tech companies, their ability to innovate rapidly and their extraordinary connection with consumers. In that sense, the main competition of so many established companies lies within their own organisations.

Larry Page, co-founder of Google, constantly urges his employees to keep being radical. In his Founders' Letter of 2013, he warned that companies tend to grow comfortable doing what they have always done and only ever make incremental change. "This . . . leads to irrelevance over time," he wrote.

Google operates a 70/20/10 rule where employees are encouraged to spend 70 per cent of their time on their core business, 20 per cent on working with another team and 10 per cent on moonshots. How many traditional companies focus so much on radical ventures?

Vishal Sikka, chief executive of the Indian IT group Infosys, says that internal constraints can often be far more damaging than external threats. "The traditional definition of competition is irrelevant. We are increasingly competing against ourselves," he says.

Quoting Siddhartha by the German writer Hermann Hesse, Mr Sikka argues that companies remain the masters of their own salvation whatever the market pressures: "Knowledge can be communicated. Wisdom cannot." He adds: "Every company has to find its own unique wisdom." [This wisdom reference is reminiscent of Paul Graham's advice to do things that don't scale].
breakthroughs  competition  incrementalism  innovation  LBMA  messaging  Mondelez  outward_looking  risk-avoidance  WhatsApp  wisdom  organizational_culture  introspection  ambitions  uniqueness  scouting  moonshots  BT  complacency  Infosys  constraints  threats  peripheral_vision  bureaucracies  Fortune_500  radical  staying_hungry  irrelevance  smart_people  incentives  mission-driven  large_companies  brands  technological_change  weaknesses  tacit_knowledge  Paul_Graham  start_ups  from notes
april 2016 by jerryking
The Future is Learning, But What About Schooling? | Higher Ed Beta @insidehighered
"I am, in short, moving away from my earlier conviction that schooling is learning enacted for public purposes through public institutions, and moving toward a broader vision for learning as a social activity upon which society depends for its future development. I am increasingly aware that the weight of politics and public policy upon the institutions of schooling is making schools less and less likely to be the privileged place where learning occurs in the future.

The future of learning in society is virtually unlimited, at least for the foreseeable future. Learning is the conversion of information into knowledge; information, in the digital age has become a vast sea of ones and zeros; information becomes knowledge by passing through some medium that transforms the ones and zeros into a conceptually organized form.

In the past, we have thought of this transformation as a single authoritative portal, called schooling. The advent of digital culture means that this portal is now one among many possible places, virtual and physical, where information can become knowledge. The type of knowledge and skill required to negotiate this increasingly complex world is completely different from what schools have conventionally done, and schools are institutionally disadvantaged as players in this new world, in large part because of the well-intentioned efforts of school reformers.

While learning has largely escaped the boundaries of institutionalized schooling, educational reformers have for the past thirty years or so deliberately and systematically engaged in public policy choices that make schools less and less capable of responding to the movement of learning into society at large.

Standards and expectations have become more and more literal and highly prescriptive in an age where human beings will be exercising more and more choice over what and how they will learn.

Testing and assessment practices have become more and more conventional and narrow as the range of competencies required to negotiate digital culture has become more complex and highly variegated.

Teacher preparation, hiring, induction, and evaluation practices have become more and more rigid and hierarchical in an age where the teaching function is migrating out into a more individualized and tailored set of learning environments.

We are continuing to invest massively in hard-boundary physical structures in an age where learning is moving into mobile, flexible, and networked relationships. In other words, it would be hard to imagine an institutional structure for learning that is less suited for the future than the heavily institutionalized, hierarchical world that education reformers have constructed."

[via: ]
richardelmore  2015  education  learning  howweteach  unschooling  dechooling  schooliness  edreform  netwrokedlearning  policy  standards  standardization  expectations  evaluation  hierarchy  schooling  decentralization  obsolescence  irrelevance  bureaucracy  knowledge  information  schoolreform  institutions  institutionalization  publicschools  society  scriptedlearning  testing  assessment  hiring  flexibility  mobility  experience  leadership  politics 
february 2015 by robertogreco
One release away from irrelevance «
There will come a day when we will likely talk about every tech giant of
today in the past tense. Many may survive, but will be shadows (red
Irrelevance  companies  theory  business 
march 2013 by jitgo
Why Marketers Must Think in Verbs or Face Irrelevance | Steve Rubel - Advertising Age
@steverubel: Why Marketers Must Think in Verbs or Face Irrelevance - my latest Advertising Age column
Why  Marketers  Must  Think  in  Verbs  or  Face  Irrelevance  -  my  latest  Advertising  Age  column 
january 2012 by beckymcmichael
Amanda Krauss -- Pulling the Plug - Worst Professor Ever
"Only when the humanities can earn their own keep will they be respected in modern America…will only happen when you convince majority of people to be interested, of their own volition, rather than begging/guilting them into giving you money to translate your obscure French poem on vague grounds of “caring about culture.”…either figure something out, or shut up & accept that the humanities are an inherently elite activity that will rely on feudal patronage. Just like they always have. (If you think of Maslow’s hierarchy, it’s obvious why leisure class, which generally has money, sex, food, & security taken care of, has been in charge of learning.)

You have no idea how much it pains me to say this, but speaking from experience I now believe that private industry is doing a better job of communicating, persuading, innovating, of everything university has stopped doing. I do not take this as indicator of how well capitalism works…[but] of how badly universities have failed…"
education  change  academia  criticism  higheredbubble  highereducation  capitalism  2011  amandakrauss  humanities  relevance  money  gradschool  autodidacts  unschooling  deschooling  importance  via:ayjay  irrelevance 
august 2011 by robertogreco
Business clusters ‘irrelevant’ for innovation, study finds - The Globe and Mail
Naomi Powell
March 18, 2011
At some point, the “business cluster” emerged as a kind of silver bullet
for economically-challenged municipalities.

Find a way to put companies together in a single geographic area and
they will become each other’s customers, suppliers and collaborators.
Innovation, prosperity and jobs will follow.

A new study from Europe’s Centre for Economic Policy Research throws a
wrench into at least one part of that theory.

The analysis of 1,604 companies in the five largest Norwegian cities
found that regional and national clusters are “irrelevant for
innovation.” On the contrary, international cooperation or “global
pipelines” were identified as the main drivers of innovation.
michael_porter  economic_development  innovation  clusters  irrelevance 
march 2011 by jerryking
The parochialism of Little Canada is killing us
Dec. 17, 2010 | The Globe and Mail | Jeffrey Simpson. Big
Canada can be Ottawa acting alone, or Ottawa acting in harmony with
provinces, or the provinces working constructively together. There’s no
“one size fits all” definition of Big Canada in such a sprawling,
diverse country.

Little Canada is easy to define: parochialism working against other
parochialisms, or parochialism sharpening itself by working against
Ottawa, with provincial politicians appealing to the lowest common
denominator of local prejudices.

In a hypercompetitive international world, the internal dynamics of
Little Canada are a recipe for a slow, debilitating slide toward
complacency, irrelevance and mediocrity. There are, alas, on the
political and economic landscape of contemporary Canada, plenty of
preachers of Little Canada but no one articulating and defending a
vision of Big Canada.
Jeffrey_Simpson  op-ed  parochialism  one-size-fits-all  Canadian  prejudices  Canada  complacency  irrelevance  mediocrity 
december 2010 by jerryking
The Howling Fantods! - The Pale King MLA09 Update
"“The subject of the novel is boredom. The opening of the book instructs the reader to go back and read the small type they skipped on the copyright page, which details the battle with publishers over their determination to call it fiction, when it’s all 100% true. The narrator, David Foster Wallace, is at some point confused with another David F. Wallace by IRS computers, pointing to the degree to which our lives are filled with irrelevant complexity.”"
davidfosterwallace  thepaleking  boredom  complexity  life  irs  fiction  truth  irrelevance 
january 2010 by robertogreco
Leigh Blackall: On connectivism
" to educationally consider the culture being recorded in these mediascapes, in such a way so as to ask...more than the obvious (& pointless) questions..."how can we use these tools to do what we're doing more effectively?" Questions like this miss bigger issue. In depth engagement w/ social media seems to lead many educators to the question, "is what I am doing even relevant anymore? what is my new relationship to this culture - if it becomes dominant in my society?" Journalism has asked itself, entertainment industry has, retail sector has, government arena is asking itself, why not the education sector? So far, too few of us are asking these questions, fewer still are exploring answers. But can we find & measure learning evidence in Social Media that is disciplined enough to warrant such serious rethinking in our institutionalised practices? Given that the work we do is economically protected & market regulated, what will the motivation be for asking such a question?"
leighblackall  connectivism  education  ivanillich  stephendownes  change  retail  government  socialmedia  media  journalism  entertainment  technology  internet  online  gamechanging  learning  learningtheory  theory  tcsnmy  lcproject  unschooling  deschooling  youtube  wikipedia  detachment  isolation  mediascapes  culture  society  irrelevance  reform 
november 2009 by robertogreco
Bridging exploration and exploitation
November 24, 2009 | Report on Business | SIMON HOUPT.
Interview and book review by Simon of Roger Martin's latest book, The
Design of Business. In his latest book, Roger Martin advocates the
importance of innovation for companies - or the risk of irrelevance.
Why do successful companies wither and die? Martin suggests that too
many companies are too comfortable with merely exploiting their
innovations rather than engaging in the necessary work of innovation and
exploration. There are two solitudes: exploration and exploitation.
Exploration being highly creative people in various kinds of creative
organizations that have a heck of a time turning their ideas into
something that allows them to continue their creative activities
sustainably. Exploitation being people in the business world who are
honing and refining, running their algorithms, wondering why they slowly
innovation  design  Roger_Martin  creativity  book_reviews  Simon_Houpt  experimentation  explorers  exploitation  obsolescence  complacency  bridging  creative_types  irrelevance  exploration 
november 2009 by jerryking
The Secret Diary of Steve Jobs: Why the Borg's copycat business model no longer works
How did all these billions of dollars slip through Ballmer's fingers? How did Microsoft find itself a leader in nothing and playing catch-up on every front -- in MP3 players, on the cloud, in search. How did Amazon roll out S3 and not Microsoft? How did Google control the search market? How did Apple take over online music retailing and MP3 hardware? How did Microsoft let that market for smartphones get away from them? How is it that everything about Microsoft's business is backward looking? This is the real problem they have now. They're fighting wars that are already over. They're investing huge energy into defending things they already control, like Windows. As they do this, as they put so much effort into lost causes like search (Bing v. Google) they keep missing out on new things. So their problems just keep getting bigger and bigger, like a snowball rolling down a hill.
microsoft  ballmer  fake_steve_jobs  analysis  technology  management  business  ibm  irrelevance 
october 2009 by rufous
Artichoke: Teaching: working for the government and stealing chickens.
"irrelevance of ideas around changing education in Time’s “changing the world” list...worries me that children & learning seem so easily excluded from these imaginings over remaking the global economy. Are teachers so professionally predictable that...we have nothing new/relevant to contribute? Has our secure government salary meant that “paradigm shifting” edu_(un)conferences...“future focussed Web2.0” edu_blogs/twitter streams –“best evidence synthesis based” edu_professional learning communities – & “knowledge waved” edu_policies/edicts allowed us a false sense of relevance? Has being pre-disposed to risk adverse choosing to: train for, apply...and work in a job with a predictable salary – excluded us from 10 ideas changing the world right now...How might we alter our pedagogical approach if we thought we were working in uncertain careers in perilous times?...if what we could offer was not needed every day?...if what we could offer was only occasionally useful?"
education  gamechanging  deschooling  unschooling  relevance  irrelevance  teaching  learning  children  global  economics  certainty  uncertainty  worldchanging  tcsnmy  importance  utility  artichokeblog  pamhook 
march 2009 by robertogreco

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