Today, everything is agile and great. All the problems in projects and software development have vanished into thin air. “Shiny, happy people” as far as the eye can see. Everything is simpler and simply better. Really?
For a long time, calculated risk was an integral part of any serious company management. Interestingly, there are two fundamentally different ways of looking at this: One focuses on the damage that can occur as a result of a risky venture. The other focuses on the probability of occurrence.
Georg Jocham is an independent management trainer and speaker and runs one of the most successful podcasts in Austria. It regularly occupies the top ranks of the podcast charts.
I often get emails from people who read my blog and follow what I do. I try to answer them all as much as possible (sorry if it doesn’t work). One question I’m often asked is about the leap into self-employment or entrepreneurship. Here are a few thoughts on this.
A long time ago, I wrote about how damaging the quarterly thinking that is widespread among large companies is when it comes to investing in digital ventures. Unfortunately, I still often see this today. It’s not just a lack of strategic foresight, but often downright economic short-termism.
Over the years, I have become accustomed to being vigilant in the potpourri of business and technology. Because in the “digital transformation”, I’ve learned that drama and mess are always lurking around the next corner (after you, mind you). So here are six signals you can use to recognize when trouble is imminent. Expressly without…
Since I’ve become increasingly visible in the start-up scene, I’ve often been asked when the right time is to start a company. The expectation is always that I’ll probably give an age indication along the lines of: at 24.5 years old. But it’s not that simple.
In the recent history of Western society, there have always been extensive generational projects. If more and more social challenges are shifting to the digital sphere, it is only logical to think that these generational projects will also become digital. But they do not exist.
I don’t know how many times I’ve been asked in recent years what a software company needs to do to move away from the project business and convert its business model to a product. Apparently, this is a topic that concerns many software companies.
When I gave an interview to the logistics group “bayernhafen” a few months ago, the conversation turned to the topic of “in-house software teams”, among other things. I claimed that it was a company’s duty to use technology to make processes and the user experience as cost-effective and simple as possible. The freestyle, on the…