Dynamic Thinking


How To Put A Whole Fruit Inside A Bottle! - The funniest home videos are here

Labels: fruit in a bottle, shift in thinking

Do you know anyone in technology? Do they need to convey their message better? All layouts can be delivered in 4 days. Usability and clean code included!


*Fresh and organic color palate
*Good contrast
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*Code guaranteed to validate (This is something good)
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Call 713.344.0230

Labels: layout, sale, space, technology

Proof for no matter what the industry, thinking differently about problems can save the day.

Controller praised for texting pilot down safely

When he realised his problem the 39-year-old pilot, with four passengers on board, gained height and flew south. With a radio communications blackout on board, the pilot used his mobile phone to repeatedly try to establish contact with Kerry airport and then air traffic control at Cork.

Eventually he managed to contact Cork on his phone, telling them about his problem and his intention to approach the airport from the sea.

He then lost audio telephone contact but the air traffic controller switched to texting and told the pilot that he had a primary radar signal on the aircraft and that Cork would allow them to land there. He then used texts to guide the 30-year-old plane in.

The entire article is Here.

Labels: airlines, sms, texting

I've worked with demanding clients: some that try to threaten suits, ask for more than they pay, do the old presto chango routine, give no heads up, try to get over easy, late, and every other loath of business. Can you guess what size company it was? Believe it or not both: small and large, government or not. People are people and there's nothing more to it. For the people that feel that experience trumps the universe, I have it and again, people are people no matter what size company they work for. The only difference is the amount of work and the budget.

It really bothers me when the gold standard of approval is the fortune 500, or 100 or whatever, and I don't mind working for anyone as long as they are honest, but I mean you have to be a complete dumb ass to screw up a million dollar budget and not get at least an ounce of value out of it. Now other industries may be somewhat different but in IT its pretty difficult unless you don't understand the problem (which is the mistake most enterprise IT retailers make). You know most people say that I have extreme views but I have more respect for someone that can deliver the same proportionate value as someone with a million dollar budget with a one man shop. If people are as good as they claim, shouldn't they do the same things they do with a friends and family budget as they do with a fortune size budget. I think the true heros create astronomical value while the rest are just good at spending other people's money.

Labels: budgets, fortune, value

The most important innovation is looking at things people don't value as a fundamental building block. It's not just physical garbage -- it could be people, ideas or objects. The first generation of sustainable business created very eco-friendly products but at a premium price. The inputs had a greater cost because they were better, eco-friendly, organic, and all that. With eco-capitalism, you're able to do the best thing for the environment, the best thing for society -- all at a great price. And garbage is the essence of that.

The link is here

Albert Einstein said, "We can't solve problems by using the same kind of thinking that we used when we created them"

Labels: agile, albert einstein, garbage, innovation

The long awaited app is finally done. While we really are testing it before our first release, we decided to drop a few screens.

The Main Site



The Main App



Sign up free at try Business Card.com

Labels: businesscard, todo list

Two great ideas of new ways of thinking: one for sales and one or management. From the incredibly credible reviewers on Amazon,

The Back of the Napkin: Solving Problems and Selling Ideas with Pictures

“The premise behind Roam's book is simple: anybody with a pen and a scrap of paper can use visual thinking to work through complex business ideas. Management consultant and lecturer Roam begins with a “watershed moment”: asked, at the last minute, to give a talk to top government officials, he sketched a diagram on a napkin. The clarity and power of that image allowed him to communicate directly with his audience. From this starting point, Roam has developed a remarkably comprehensive system of ideas. Everything in the book is broken down into steps, providing the reader with “tools and rules” to facilitate picture making. There are the four steps of visual thinking, the six ways of seeing and the “SQVID”– a clumsy acronym for a “full brain visual work out” designed to focus ideas. Roam occasionally overcomplicates; an extended case study takes up a full third of the book and contains an overload of images that belie the book's central message of simplicity. Nonetheless, for forward-thinking management types, there is enough content in these pages to drive many a brainstorming session.”
-Publishers Weekly

Read the back of the napkin


Maverick: The Success Story Behind the World's Most Unusual Workplace


Shortly after Ricardo Semler took over Semco, his family's moribund manufacturing business, employees began referring to him as Dr. Dickie. In the context of a hardened and confrontational union work environment, this nickname signaled the changes that were about to come.

Maverick tells the story of the transformation of Semco into a radical and high performing organization.

Here's a sampling of Dr. Dickie's good ideas...

* Make each business unit small enough so that those involved understand everything that is going on and can influence the outcomes.

* Implement a rounded pyramid organization structure with floating coordinators. Coordinators are the only supervisory level and are all at the same organizational level but different pay rates.

* Demonstrate trust by eliminating symbols of corporate oppression as well as the perks of status.

* Share all information and eliminate secrets. You can't expect involvement to flourish without an abundance of information available to all employees.

* Every six months bosses are evaluated by their subordinates and the results are posted.

* Salaries are public information unless the employee requests that they not be published.

* Allow employees to set their own salary. Consider these criteria: what they think they can make elsewhere; what others with similar skills and responsibilities make in the Company; what friends with similar backgrounds make; how much they need to live on.

* Share 23% of pretax profits. Employees vote how the pool will be split. They must vote to determine the manner of each quarterly distribution. In practice they always vote for equal dollar shares.

* Substitute the survival manual for thick procedure manuals. Eliminate policies and rules wherever possible.

* Job rotation; 20% of managers shift jobs each year.

* Set up workers in their own businesses as suppliers to the company.

* Eliminate the wearing of wristwatches whenever and wherever possible. It is impossible to understand life in all its hugeness and complexity if one is constantly consulting a minute counter.

* Either you can create complex systems so as to manage complexity, or you can simplify everything.

My company used Maverick as assigned reading for a management retreat some years ago. The result was a change of direction that it's hard to imagine would have been arrived at otherwise. Highly recommended for those open to having their organizational paradigms shifted.

Read Maverick: The Success Story Behind the World's Most Unusual Workplace

Labels: books, management, maverick, sales, the back of the napkin