by Andrew McAfee ‧ RELEASE DATE: Nov. 14, 2023
A valuable guide for would-be economic, technical, and cultural disruptors.
Solid business economics meets a nouveau-science insistence on quick learning and quicker cultural evolution.
McAfee, co-founder of MIT’s Initiative on the Digital Economy and author of More From Less, describes an ethic whereby people “get fascinated by a topic and won’t (or can’t) let go of it, no matter what others think.” Gathering those kinds of people and getting anything done involves “cultural solutions, not technological ones.” One of them is a highly developed tolerance for chaos. Another is developing a thick skin when it comes to criticism, since these geeks are seldom hypersocialized and tend to speak their minds without filtering. McAfee examines numerous organizations that have built nonbureaucratic and—importantly—nonperfectionist cultures, such as Planet, a company launching satellites, radios, and cameras into space, with a new rocket shooting into near space every three months or so. Says one Planetoid, “we have an iteration time schedule that’s measured in months while NASA’s is measured in a decade or two,” a “pace of innovation” that hinges on the good-enough rather than the perfect. (So far, thank the stars, the good-enough hasn’t ended in catastrophe.) A similar emphasis on speedy action has resulted in Netflix’s supremacy as a streaming service as opposed to the ultra-cautious, now-extinct Quibi, which “was structured and run like a twentieth-century Hollywood studio.” Cautionary tales abound, since, as McAfee notes, the tendency to bureaucratize is always there to kill or discourage McAfee’s mantra-like insistence on “innovation, agility, and execution.” As much as anything else, he adds, a successful geek-culture enterprise will eschew emotion for science, which is empirically verifiable and whose terms are constantly argued over, hopefully without anyone being offended in the bargain. On that note, the author offers another mantra-like element to consider: “Reflect, don’t defend.”
A valuable guide for would-be economic, technical, and cultural disruptors.Pub Date: Nov. 14, 2023
ISBN: 9780316436700
Page Count: 320
Publisher: Little, Brown
Review Posted Online: Sept. 1, 2023
Kirkus Reviews Issue: Oct. 1, 2023
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by Erin Meyer ‧ RELEASE DATE: May 27, 2014
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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by Robert Greene ‧ RELEASE DATE: Oct. 23, 2018
The Stoics did much better with the much shorter Enchiridion.
A follow-on to the author’s garbled but popular 48 Laws of Power, promising that readers will learn how to win friends and influence people, to say nothing of outfoxing all those “toxic types” out in the world.
Greene (Mastery, 2012, etc.) begins with a big sell, averring that his book “is designed to immerse you in all aspects of human behavior and illuminate its root causes.” To gauge by this fat compendium, human behavior is mostly rotten, a presumption that fits with the author’s neo-Machiavellian program of self-validation and eventual strategic supremacy. The author works to formula: First, state a “law,” such as “confront your dark side” or “know your limits,” the latter of which seems pale compared to the Delphic oracle’s “nothing in excess.” Next, elaborate on that law with what might seem to be as plain as day: “Losing contact with reality, we make irrational decisions. That is why our success often does not last.” One imagines there might be other reasons for the evanescence of glory, but there you go. Finally, spin out a long tutelary yarn, seemingly the longer the better, to shore up the truism—in this case, the cometary rise and fall of one-time Disney CEO Michael Eisner, with the warning, “his fate could easily be yours, albeit most likely on a smaller scale,” which ranks right up there with the fortuneteller’s “I sense that someone you know has died" in orders of probability. It’s enough to inspire a new law: Beware of those who spend too much time telling you what you already know, even when it’s dressed up in fresh-sounding terms. “Continually mix the visceral with the analytic” is the language of a consultant’s report, more important-sounding than “go with your gut but use your head, too.”
The Stoics did much better with the much shorter Enchiridion.Pub Date: Oct. 23, 2018
ISBN: 978-0-525-42814-5
Page Count: 580
Publisher: Viking
Review Posted Online: July 30, 2018
Kirkus Reviews Issue: Aug. 15, 2018
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