Management & Our Companies

…. the rigor of formal structure in strategic decision-making has the benefit of sequencing the process such that important facts are less likely to be overlooked and thoughtful, self-critical consideration of trade-offs is much more likely to occur. In this way, using MAP (Mediating Assessment Protocol) triggers conscious reflection. In typical unstructured decision-making, by contrast, we (often unconsciously) weigh losses more than gains, the near future more than the distant future, and vividly presented anecdotes more than dull statistics. from Kahneman, A Structured Approach to Strategic Decisions

While musing on the pros and cons of NTNX and the failure of management and most of us to foresee the problems that arose, remember, Adobe too underestimated the time and effort it would take to switch to the cloud and a subscription model. It took them about 9 to 12 months to recover. I know NTNX management has been hiring like crazy since the Fall of 2018 but it takes time to train their marketing and sales people. Half of my NTNX shares are under water, I’ll sell those. I need the tax break. The other half is at about 22% profit. I’ll wait a while to see how management will proceed from here and make decisions as needed.

MIT Sloan Management Review offers a free reading spree today, March 5 and tomorrow March 6, 2019. I glanced at several and found them illuminating in assessing management of our companies. Some is quite applicable to management of our investments. One of the articles discusses team bias, sounds like the generally positive bias we had on this board.

The Top MIT SMR Articles of 2018

With Goals, FAST Beats SMART
By Donald Sull and Charles Sull

The Challenge of Scaling Soft Skills
By Lynda Gratton

The Truth About Corporate Transformation
By Martin Reeves, Lars Fæste, Kevin Whitaker, and Fabien Hassan

The End of Scale
By Hemant Taneja with Kevin Maney

How Big Data and AI Are Driving Business Innovation in 2018
By Randy Bean

New Paths for Innovation and Strategy

Nondisruptive Creation: Rethinking Innovation and Growth
By W. Chan Kim and Renée Mauborgne

A Structured Approach to Strategic Decisions
By Daniel Kahneman, Dan Lovallo, and Olivier Sibony, March 4, 2019

Navigating a New Industrial Infrastructure
By Jason Killmeyer and Brenna Sniderman

Designing Work That Works - or Lessons for Management

A New Approach to Designing Work
By Nelson P. Repenning, Don Kieffer, and James Repenning

Saving Money Through Structured Problem-Solving
By Nelson P. Repenning, Don Kieffer, and Michael Morales

The Most Underrated Skill in Management
By Nelson P. Repenning, Don Kieffer, and Todd Astor

Breaking Logjams in Knowledge Work
By Sheila Dodge, Don Kieffer, and Nelson P. Repenning

The Future of Work

Performance Management’s Digital Shift
By Michael Schrage, David Kiron, Bryan Hancock, and Raffaele Breschi

What to Do When Industry Disruption Threatens Your Career
By Boris Groysberg, Whitney Johnson, and Eric Lin

Reframing the Future of Work
By Jeff Schwartz, John Hagel III, Maggie Wooll, and Kelly Monahan

Five Insights From Davos on the Future of Work
By Lynda Gratton

How Human-Computer ‘Superminds’ Are Redefining the Future of Work
By Thomas W. Malone

Five Ways to Improve Communication in Virtual Teams
By N. Sharon Hill and Kathryn M. Bartol

People Analytics — A New Series

The Surprising Value of Obvious Insights
By Adam Grant

Can We Really Test People for Potential?
By Reb Rebele

Self-Reports Spur Self-Reflection
By Angela Duckworth

Career Management Isn’t Just the Employee’s Job
By Matthew Bidwell and Federica De Stefano

How You Can Have More Impact as a People Analyst
By Cade Massey…