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Well, that escalated quickly
Well, that escalated quickly
The US assassination of Iranian general Qasem Soleimani heaps substantial tension onto an already very tense US-Iranian relationship.
·fx.substack.com·
Well, that escalated quickly
AI Data Painting with Mars MRO photographic memories
AI Data Painting with Mars MRO photographic memories
Tomorrow our studio’s recent AI Data Painting with Mars MRO photographic memories will be coming alive @TimeMachine_AI in Austin, Texas! 6 meters by 5 meters 3mm LED media wall. pic.twitter.com/C5ZXYAAkBS— Refik Anadol (@refikanadol) November 13, 2019
·twitter.com·
AI Data Painting with Mars MRO photographic memories
It’s Time to Get Personal ◆ 24 ways
It’s Time to Get Personal ◆ 24 ways
Laura Kalbag discusses the gift of personal data we give to Big Tech when we share information on its platforms, and how reviving ye olde personal website can be one way to stay in control of the content we share and the data we leak. Christmas is a time for giving, but know what you’re giving to whom.
·24ways.org·
It’s Time to Get Personal ◆ 24 ways
Many Strategies Fail Because They’re Not Actually Strategies
Many Strategies Fail Because They’re Not Actually Strategies
Many strategy execution processes fail because “new strategies” are often not strategies at all. A real strategy involves a clear set of choices that define what the firm is going to do and what it’s not going to do. Many strategies fail to get implemented because they do not represent such a set of clear choices. And many so-called strategies are in fact goals. “We want to be the number one or number two in all the markets in which we operate” is one of those. It does not tell you what you are going to do; all it does is tell you what you hope the outcome will be. But you’ll still need a strategy to achieve it. Another reason why many implementation efforts fail is that executives see it as a pure top-down, two-step process: “The strategy is made; now we implement it.” That’s unlikely to work. A successful strategy execution process is seldom a one-way trickle-down cascade of decisions.
·hbr.org·
Many Strategies Fail Because They’re Not Actually Strategies
Razer CEO Berated And Threatened His Staff, Former Employees Say
Razer CEO Berated And Threatened His Staff, Former Employees Say
Min-Liang Tan was “officially pissed off,” he wrote in an email to members of Razer’s marketing team in February of 2014. The gaming hardware company hadn’t made the business website Fast Company’s 2014 list of “Most Innovative Companies,” and in his email, part of an exchange obtained by Kotaku, Tan asked of his…
·kotaku.com·
Razer CEO Berated And Threatened His Staff, Former Employees Say