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"Nobel Peace Prize winner Muhammad Yunus, an economist who is known as the 'banker to the poor' by making small loans in impoverished countries stated, 'I did something that challenged the banking world. Conventional banks look for the rich; we look for the absolutely poor. All people are entrepreneurs, but many don't have the opportunity to find that out.' An entrepreneur in his own right as founder of the Grameen Bank, Yunus developed the concept of microcredit as a method to help fund entrepreneurs who would not qualify for any other type of loan. He believed in creating economic development from the lowest tier of society and saw that the entrepreneurial dream was defined to no man; it was a gift to all.
So you, dear reader, want to know if you are an entrepreneur. It would be so easy to draw your blood and see the entrepreneurial DNA floating about and qualitatively state, "Yes, he is an entrepreneur!" But what good would this do? There still would be so much lacking outside the control of simple DNA to activate the entrepreneur within you."
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"Underperformers suck. They suck the productivity out of a team or organization. They suck the morale out of your high performers. [...]
That begs a question that is central to this manifesto: What are underperformers costing you? How much time do you spend reacting to problems related to underperformance? Think of the things you could do with that time if you could only get it back.
There's the bait, now here's the switch. It's easy to condemn underperformers for stealing your time and contributing to the ills listed above, and they do own their share of the blame. But here's the hard truth: you do too. As a manager your job is to enable your people to achieve their performance goals. If they're not then you're underperforming in this critical area of your job. It's not really your fault that you're in this situation; managers aren't often taught how to address performance problems in people. But that's no excuse to let the status quo ride. You're doing a disservice to yourself, your team, and even the underperformer by not taking action."
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"With the rise of social media, which provides a massive platform of participation and a social infrastructure that is finally catching up with the conference infrastructure, the social element is reentering commerce and business with a vengeance. People can now claim a share of voices that is equal or larger than that of companies, employees can now develop support networks that cross the traditional hierarchical organization charts, and people can once again behave the way they were hardwired to behave in business and commerce–tribally, humanly, and socially.
To understand the changes that are afoot in the world of business you are better off understanding Human 1.0, which took tens of thousands of years to develop, rather than Web 2.0, which took merely a decade."
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"I developed the Disciplined Dreaming system to give creativity its own place and practice, to provide everyone in the organization a structure for developing their own creative ideas, and to bring creativity back to the heart of business—where it belongs.
Disciplined Dreaming isn't a stifling, rigid "innovation process", but an open system. It provides a strong and flexible framework that frees individuals and organizations to improvise and explore—and, in the process, develop their creative chops. The ideas, processes, and practices of Disciplined Dreaming will help you build your chops by expanding your creative capacity and targeting your creative energy."
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Today, the most successful organizations don't just out-compete their rivals. They redefine the terms of competition by embracing one-of-a-kind ideas in a world filled with me-too thinking.
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