Skip to main content

The HBR List of Audacious Ideas

I'm wasn't sure 2011's waning days needed yet another list of some kind, but Harvard Business Review's list of audacious ideas is pretty good.  Why audacious ideas?

"(Because) even though (businesses are) sitting on $2 trillion in cash, they’re risk-averse, strategically incremental, and notably lacking in fresh ideas.
"We think this stinks. The world needs invention and daring now more than ever.  Now is the time for audacity, not austerity. "
So here's HBR's list (the full article requires registration.)
  • Tackling the World Economy
    • Give People Shares of GDP, by Robert J. Shiller
    • Double Down on Start-ups, by Bruce Gibney and Ken Howery
    • Partner with China in Afghanistan, by Wayne Porter
    • Enroll the World in For-Profit Universities, by Parag Khanna and Karan Khemka
  • Tackling Science Challenges
    • Give NASA a Real Mission, by Gregg Easterbrook
    • Declare 20% of the Ocean Off-Limits, by Enric Sala
    • Electrify the Bottom of the Pyramid, by Arun Majumdar
  • Tackling Social Problems
    • Die the Way You Want To, by Ellen Goodman
    • Pay Businesses to Keep People Out of Prison, by Eric Schmidt
    • Grow More Apples and Less Corn, by Ellen Gustafson
  • Tackling Business Problems
    • Stop Tying Pay to Performance, by Bruno S. Frey and Margit Osterloh
    • Crowdsource Management Reviews, by Linda A. Hill and Kent Lineback
    • Stop Collecting Customer Data, by Doc Searls
Were it up to me, there's about 10 ideas on the list that beg for immediate implementation.  Or, at a minimum, pointed questions of each Presidential candidate (including the incumbent.)

Let the arguing and ox-goring begin.


Labels:

Comments

Post a Comment

Popular posts from this blog

Michael Porter On Health Care Reform

Michael Porter, writing in the New England Journal of Medicine, proposes "A Strategy For Health Care Reform - Toward A Value-Based System." His proposals are fundamental, lucid and right-on, meaning they're sure to be opposed by some parties to the debate, the so-called "Yes, but..." crowd. Most important, in my opinion, is this: "... electronic medical records will enable value improvement, but only if they support integrated care and outcome measurement. Simply automating current delivery practices will be a hugely expensive exercise in futility. Among our highest near-term priorities is to finalize and then continuously update health information technology (HIT) standards that include precise data definitions (for diagnoses and treatments, for example), an architecture for aggregating data for each patient over time and across providers, and protocols for seamless communication among systems. "Finally, consumers must become much mor
Post a Comment
Read more

Being Disrupted Ain't Fun. Deal With It.

Articles about disrupting healthcare, particularly those analogizing, say, Tesla's example with healthcare's current state, are frequently met with a chorus of (paraphrasing here) "Irrelevant! Cars are easy, healthcare is hard." You know, patients and doctors as examples of "information asymmetry" and all that. Well, let me ask you this: assuming you drive a car with a traditional internal combustion engine, how much do you know about the metallurgy in your car's engine block? I'll bet the answer is: virtually nothing. In fact it's probably less than you know about your own body's GI tract. Yet somehow, every day, us (allegedly) ignorant people buy and drive cars without help from a cadre of experts. Most of us do so and live happily ever after (at least until the warranty expires. Warranties...another thing healthcare could learn from Tesla.) Now, us free range dummies - impatient with information asymmetry - are storming healthcare
Post a Comment
Read more

My Take On Anthem-Cigna, Big Dumb Companies and the Executives Who Run Them

After last Friday's Appeals Court decision, Anthem's hostile takeover of, er, merger with Cigna has but a faint pulse. Good. Unplug the respirator. Cigna's figured it out but Anthem is like that late-late horror show where the corpse refuses to die. Meanwhile, 150 McKinsey consultants are on standby for post-merger "integration" support. I guess "no deal, no paycheck..." is powerfully motivating to keep the patient alive a while longer. In court, Anthem argued that assembling a $54 billion behemoth is a necessary precondition to sparking all manner of wondrous innovations and delivering $2.4 billion in efficiencies. The basic argument appears to be "We need to double in size to grow a brain. And just imagine all those savings translating directly into lower premiums for employers and consumers."  Stop. Read that paragraph again. Ignore the dubious "lower premiums" argument and focus on the deal's savings. $2.4 billion saved
Post a Comment
Read more