The trend forecast(PODCAST)
For the mass market, for retailers, designers, and marketers working in major clothing chains, there’s a middle path to determine what’s “in.” And often times, it is through a company called WGSN.
Danny Meyer just single-handedly made the Apple Watch relevant to the hospitality industry When Meyer’s 30-year-old Union Square Cafe reopens in Manhattan next month, every floor manager and sommelier will be wearing an Apple Watch. And when a VIP walks through the front door, someone orders a bottle of wine, a new table is seated, a guest waits too long to order her or his drink, or a menu item runs out, every manager will get an alert via the tiny computer attached to their wrist.
“When I make my first entrance,” he explained, “I’d like to come out of the door carrying a cane and then walk toward the crowd with a limp. After the crowd sees Willy Wonka is a cripple, they all whisper to themselves and then become deathly quiet. As I walk toward them, my cane sinks into one of the cobblestones I’m walking on and stands straight up, by itself; but I keep on walking, until I realize that I no longer have my cane. I start to fall forward, and just before I hit the ground, I do a beautiful forward somersault and bounce back up, to great applause.” Asked why, Wilder said, “Because from that time on, no one will know if I’m lying or telling the truth.”
Bruce G. Blair, a former Minuteman missile-launch officer and research scholar at Princeton University’s Program on Science and Global Security, spells out the step-by-step procedure for the President to launch a nuclear strike.
There is an actual cost to holding onto things we should let go of. It can come in the form of anger, frustration, resentment or something even worse.
The faster we learn to drop our emotional dead weight, the more room we create for something better.
We have only so much bandwidth. We have only so much time. We only have so much energy. Do we really want to invest any of our precious resources – financial or otherwise – into something that will return nothing but misery?
My question for you is, “What’s one thing you can set down this week?”
Just do something that makes you feel the opposite of how you felt before you let go.
If you’re one of those people who dislikes networking, try shifting to a promotion mindset. So, instead of thinking “I hate pretending to schmooze at work events,” instead think “Maybe I’ll have the opportunity to talk to someone new and interesting.” Concentrate on how the event will help build your skills and improve your knowledge.
Most people have a dominant motivational focus—what psychologists refer to as either a “promotion” or a “prevention” mindset. Those in the former category think primarily about the growth, advancement, and accomplishments that networking can bring them, while those in the latter see it as something they are obligated to take part in for professional reasons.
Probably the most important fact when it comes to analyzing Unilever’s purchase of Dollar Shave Club is the $1 billion price: in the world of consumer packaged goods (CPG) it is shockingly low. After all, only eleven years ago Procter & Gamble (P&G) bought Gillette, the market leader in shaving,for a staggering $57 billion.
To be sure Gillette is still dominant — the brand controls 70 percent of the global blades and razors market — but there is little question that Dollar Shave Club is a much better deal, in every sense of the word. Understanding why Dollar Shave Club was cheap means understanding why its blades are cheap, and understanding that means understanding just how precarious the position of P&G specifically and incumbents generally are in the emerging Internet economy.
…when people come to you for orders, or ask your permission to do something, they don’t bring any of their own responsibility to the request. They’re asking you if they can xyz. That puts it on you. They don’t have to fully consider their ask because they still need you to OK it. You’re their door stop just in case. So it’s not about them and what they want to do, it’s about what you are OK with them doing. And even if you OK it, it only happened because you said it could happen. That creates too many dependencies, and — like Marquet — I believe people and teams within an organization should be able to move independently of one another. Fewer dependencies, not more.