Author Archive | Ron Immink

loose

Loose, let go of control

Control is an illusion

Most organisations delude themselves that they are in control because they have surrounded themselves with rigid rules and procedures, micro-managers and planners dedicated to predictability and certainty. Most business schools inculcate a rational approach to business.  

But according to Martin Thomas in “Loose: The Future of Business is Letting Go: How to Break the Rules of Business”, in the complex, non-linear world we live in, the challenge is how to embrace the chaos and ambiguity of modern life.

The future is loose

The future is not rigid but loose – loose organisations, loose management styles and loose ways of working. Loose thinking is still at odds with all but the most progressive organizations, with many businesses …

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invisible gorilla

The invisible gorilla, things to consider

We had a Bookbuzz session with a client, using “The invisible gorilla”. The book about the illusion of knowledge, confidence, attention, memory, prediction, cause and effect, expertise and intuition. Basically, if you believe this book, we don’t know what we are doing. A scientific version of Emotionomics. Very interesting.

Stories and fact

About stories getting in the way of the scientific facts. It takes a long, long time to neutralise a good story. Which why social media and media, in general, is something you need to watch. PR companies should read this book. Spin works (particularly if you are the first).

Illusions

Very heavy on science. About the illusion of women and multitasking (no scientific evidence), the existence of the …

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Dart throwing monkeys predicting the future

Dart throwing monkeys predicting the future

To the surprise and amazement of multimillionaire Family Radio preacher Harold Camping, the world did not come to a dramatic end on May 21, 2011, at 6pm as predicted. Using biblical verses, hints and codes to determine the exact time and date of Judgment Day, Camping’s dire predictions generated a lot of media space in the days preceding May 21. And the fact that Camping had frequently miscalculated the date of Judgment Day in the past did not deter his followers from believing that this time his calculations were correct.

Prediction-debunker Dan Gardner

The person least surprised on earth by Camping’s failure to correctly predict the end of the world is prediction-debunker Dan Gardner, author of “Future Babble – why …

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ant and elephant

Stories as a business tool

I am are a great believer in the power of the parable, the fable, the story, the case study. I use stories frequently in our talks, sessions and in our writing. When people hear an inspiring tale that they can visualise, it helps to remember the moral of the story, the lesson to be learned.

Fables and parables are hardly new

They have been an essential vehicle for imparting wisdom through the millennia. Today, they are becoming management tools. Howard Gardner, the author of “Changing Minds”, says that storytelling is the single most powerful tool in a leader’s toolkit.

Storytelling as a tool

Former World Bank executive turned author, Stephen Denning, agrees: “Storytelling is at the core of the significant …

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digital fundamentally is going to change the workplace

Digital and its impact on work

One of our clients is using “New Normal”

This book is about the journey into the digital revolution and that we are only halfway there. Digital natives will take control (everybody over 25-30 is a digital immigrant). The author Peter Hinssen, who has since then has written some other excellent books, such as “The day after tomorrow” and “The network always wins“, has a grim view on IT departments in organisations.

Why

He poses some interesting questions:

Why is upgrading our corporate website cost 5 million and my nephew built a website for his school last weekend on open source? Why can’t I find anything in our state of the art document management system and why…
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Management can make an impact

Management can make an impact

Gary Hamel makes the case for reinventing management for the 21st century. He paints a vivid picture of what it means to build organisations that are fundamentally fit for the future—resilient, inventive, inspiring and accountable. “Modern” management is one of humanity’s most important inventions, Hamel argues. But it was developed more than a century ago to maximize standardization, specialization, hierarchy, control, and shareholder interests.

Rethink management

While that style of management delivered an immense contribution to global prosperity, the values driving our most powerful institutions are fundamentally at odds with those of what is needed now—zero-sum thinking, profit-obsession, power, conformance, control, hierarchy, and obedience should not stand a chance against community, interdependence, freedom, flexibility, transparency, …

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cultural strategy

Cultural strategy

Build a better mousetrap and the world will take notice

Market innovation has long been dominated by the worldview of engineers and economists–build a better mousetrap and the world will take notice. The most influential strategy books, such as Competing for the Future, The Innovator’s Dilemma, and Blue Ocean Strategy, argue that innovation should focus on breakthrough functionality.

The archetype of the working class

In another era, Marlboro cigarettes won over smokers with an archetype of working class frontier masculinity, at a moment when the culture was primed to rebel against the sedentary “organisation man” type that was wearing thin.

Cultural innovations

Cultural innovations draw upon source material–novel cultural content lurking in subcultures, social movements, and the media–to develop brands …

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what technology wants

Denial is not a strategy

Technetium

“What technology wants” by Kevin Kelly describes what he calls the technetium, the technology ecosystem that surrounds us. The technetium contains 170 quadrillions (a quadrillion is one thousand million million) chips. The number of neurons in your brain is similar to the number of transistors in the global network. The number of file links is similar to the number of synapses in your brain. The planetary electronic membrane surrounding the worlds is comparable to the complexity of the human brain. With 3 billion artificial eyes (webcams, phones, etc.) plugged in. The system has started to whisper to itself. He suggests we are close to this big brain becoming aware (Skynet!?).

What is more complex, a Boeing 747 or a …

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killing giants

Strategies that smaller companies can adopt to attack the big companies

If you like”33 strategies of war” or “Art of war”, you will love “Killing Giants” by Stephen Denny. The book covers a number of strategies that smaller companies can apply to attack the big companies.

Who is your enemy

Using examples of companies who did the unthinkable, fought dirty, declared war. It all starts with (and this is from “33 strategies of war” with defining your enemy. Who is your enemy?

The strategies are:

Thin ice –> go places where  big companies can’t follow (too heavy) Speed –> while your big competitor is organising a committee meeting, you have moved Winning in the last 3 feet –> let the competitor do the work and intercept at the end (when they…
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Branding Only Works On Cattle

Branding Only Works On Cattle

The truth is relative

Ptolemy

Almost 2,000 years ago, the Greek astronomer Ptolemy in Alexandria codified a geocentric model for understanding the cosmos. According to the Ptolemaic system, celestial bodies (including the sun) revolve around the earth. For almost 1,500 years, every man, woman and child believed this to be true.

Copernicus

Then in 1543, along came a Polish mathematician, physician, artist, translator, Catholic cleric jurist, civil servant classical scholar, military leader, diplomat, economist and amateur astronomer called Nicholas Copernicus – and informed the world that Ptolemy got it wrong.

Badly wrong. About as wrong as it is possible to get.

Copernicus’ book, “De revolutionibus orbium coelestium” (On the Revolutions of the Celestial Spheres), presented a heliocentric model of the …

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Hi, my name is Ron Immink, I am a business coach, author and speaker, working with companies to improve their future prospects and improve their business models.
If you have any further questions that the website is not answering, feel free to send me a WhatsApp message and I will respond asap.
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