Buitengaats

Onderstaand de persoonlijke selectie van Dave Pollard uit een lijst met  “breakthrough ideas” voor bedrijven die jaarlijks wordt gepubliceerd door de Harvard Business Review. 

The Coming Peer-to-Peer Economy: (…) a new economy with no zero-value-added intermediaries. It’s about getting rid of the massive distortions in the marketplace that allow wealth to accrue to those who do nothing to earn it. (..)  
Pollards persoonlijke prognose: Eerder later dan vroeger, want wat de boer niet lust… .

Projects, not Careers: This is the idea that in the future we will spend our work life working on a series of projects, with different partners, each doing what we do best, rather than working in one company or one series of positions. (…) 
Pollards persoonlijke prognose: Proberen: OK dan, maar slagen: dacht het niet.

The Brain-Friendly Workplace: We are meant to be constantly on the move, standing, walking, running, fit. I’ve been working standing up for the last two years and it’s improved my productivity and stamina. HBR goes a step further, saying that treadmills in the workplace and constant movement would make us all more productive. 
Pollards persoonlijke prognose: Te ver van het bureau van de mainstream bedrijven.

Open Space Events for Problem Solving: The HBR writers use the term BarCamp, but what they’re describing is essential Open Space: When you have a problem you can’t solve, engage your customers, employees and others in a self-managed workshop to surface and explore ideas and decide on appropriate actions. The Wisdom of Crowds. 
Pollards persoonlijke prognose: Alleen voor de echte durfals.

Virtual Worlds for Simulation and Scenario Planning: Virtual worlds (“metaverses”) that have thousands of participants are complex systems, just like the real world. But it is much less expensive to bring people together and test out ideas and scenarios in virtual worlds than in the real world.
Pollards persoonlijke prognose: Nu de technologie nog.

Virtual Worlds for Marketing and Sales: If you can do anything, including watching TV, reading and listening to radio in a virtual world, to the point many people can and will spend their whole lives in such worlds (looking beautiful, with huge mansions, fast cars, and friends and lovers to enjoy them with), will business need to reorient itself to customers that will only buy ‘inworld’? Or will the peer-to-peer economy be such that everything inworld will be free?
Pollards persoonlijke prognose: Eens dachten ze geld te verdienen met blogs en social software: when will they learn?

Knowing When Not to Use Experts: Surowiecki’s The Wisdom of Crowds explained that most of the things executives and experts do they cannot possibly do as well as a reasonably informed diverse crowd of people who care about the issue at hand. In his contribution to the list, Mike Mauboussin explains (zie de grafiek aan het begin) how rarely experts and executives should be the key decision-makers.
Pollards persoonlijke prognose: Mangagers en consultants zullen dit altijd bestrijden: hun prijskaartje bewijst dat ze alle antwoorden hebben. Toch!?