A Quote by Matt Mullenweg
For me, it always comes back to the blogger, the author, the designer, the developer. You build software for that core individual person, and then smart organisations adopt it and dumb organisations die.
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We've learned a huge amount from organisations like Seva Mandir and Pratham, for example. In my personal experience, these organisations work on a very large scale with very poor people.
At the core, there is one simple, overarching reason why so many people remain unsatisfied in their work and why most organisations fail to draw out the greatest talent, ingenuity, and creativity of their people and never become truly great, enduring organisations. It stems from an incomplete paradigm of who we are - our fundamental view of human nature. The fundamental reality is, human beings are not things needing to be motivated and controlled; they are four-dimensional - body, mind, heart, and spirit.
60 percent of Syria is controlled either by ISIS, Jabhat al-Nusra or other terrorist organisations, organisations that have been recognised as terrorist by the United States, as well as other countries and the UN. It is them and not anyone else who have control over 60 percent of Syrian territory.
Organisations and institutions are, at the end of the day, manned by people who put their shared vision above individual interests.
I think that the people of Great Britain have had enough of experts with organisations from acronyms saying - from organisations with acronyms - saying that they know what is best and getting it consistently wrong, because these people - these people - are the same ones who got consistently wrong.
Most organisations have a serial bully. It never ceases to amaze me how one person's divisive dysfunctional behaviour can permeate the entire organisation like a cancer.
I always run inclusive and successful organisations.
Those organisations, al-Qaeda being the first one, have all settled in areas full of mining and oil resources or in geostrategic zones. They settled in Afghanistan which underground is filled with oil and lithium. North Mali is filled with mining resources (uranium). It is essential to question the impact and role of some international players that create or let those organisations settle there.
Christian fundamentalists seek to roll back women's right to choose in the United States, and then also insist that money against Aids must not go to organisations that help people obtain their reproductive rights. These are extremely worrying trends.
The preservation of biodiversity is not just a job for governments. International and non-governmental organisations, the private sector and each and every individual have a role to play in changing entrenched outlooks and ending destructive patterns of behaviour
Men are basically smart or dumb and lazy or ambitious. The dumb and ambitious ones are dangerous and I get rid of them. The dumb and lazy ones I give mundane duties. The smart ambitious ones I put on my staff. The smart and lazy ones I make my commanders.
Main thing is to publish. Blog, tweet, write, photograph, tweet, video, code, play around with data - or a combination of all of the above. a) it will keep your journalistic ‘muscle’ in practice. b) if you’re any good, you’ll get noticed. And bear in mind you can do these things at other places than conventional news organisations. Many businesses, NGOs, arts organisations, public bodies, universities, etc are now publishers of extremely high quality stuff. Good places to practise your craft before moving on.
They don't understand that I'm just choosing to be dumb. I'm not dumb. I'm just choosing not to be smart at the moment, but if I put in effort, then I could be really smart, but I choose not to.
To realize the promise of 5G, we will need smart networks, not dumb pipes. Dumb pipes won't deliver smart cities. Dumb pipes won't enable millions of connected, self-driving cars to navigate the roads safely at the same time.
Some learning and talent professionals, together with some organisations, are finding it a challenge to make changes from these age-old HR and learning practices. However, it is inevitable that they will need to adopt new ways of learning to support new ways of working sooner rather than later.
Tobacco and religious organisations.
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