創作者的日常生活

能保持創作不綴的人, 幾乎都是過著規律的生活, 不靠曇花一現的靈感,而是生活中養成一種生活習慣, 解放心智, 合理的分配時間,早起, 謝絕無意義社交, 適當飲食,飲酒或咖啡, 找出自己的最佳時間創作, 其餘時間, 生活,閱讀,散步, 接近自然, 時時保持創作的靈感延續成為一種日常生活,

The Spread of Innovation around the World: How Asia Now Rivals Silicon Valley as New Home to Global Innovation Centers

 

 

15 social media managment tools

I’ve used some of those 15 tools.  It’s useful.

The art of thinking

工作, 不是一直做, 要做一做, 想一想, 要深思. 這樣是有好處, 老闆可以從員工得到很多想法,靈感.

“The goal of strategic thinking is to find strategic insights. Strategy is all about choices — about which markets to compete in and which markets to avoid. Strategic insights describe the boundaries separating attractive markets from unattractive markets"

good strategic thinking sacrifices breadth for depth

激励机制是怎么构建?

摘錄巴非特波克夏股東會的談話,

" 巴菲特:现在任何行业必须都有奖励制度

巴菲特表示,富国银行这件事来讲,他们有三个错误,有一些错误会影响到其他的。现在任何行业必须都有奖励制度,这是势在必行的,但要非常小心,哪些人能够真正受到奖励,今天如果行为发生缺失的人不能奖励他。富国银行最大的问题就是激励机制是怎么构建的,很多激励因素都起到了坏的作用

另外富国银行的情况,它的奖励制度所谓交叉销售概念,每个客户进来时都希望每一季能够告诉他们,我能够提供给客户多少种服务。所以最重要的观点是希望他能够做的更好,就能提供更多一些业绩,根据你到底能够销售多少货物,就能够得到奖励。但是后来我们发觉这一种奖励技术发生一些缺失,任何公司当然都会发生错误或者缺失,这些错误发生的时候,你之后找到了这些错误的一些结果"

激勵因素做錯, 會變成反效果, 言淺意深..

巴菲特股东大会问答最全整合

 

 

 

Linked in 的正確用法

不知不覺我也用錯了.

用法:

“LinkedIn is a closed network, and for a very simple reason: For the network to have value as an introduction tool, the connections need to have meaning. It’s up to you to vet each and every request so that if someone comes to you and says, ‘Would you introduce me?’ you’re in a position to evaluate whether the connection would be of mutual benefit."

“A quality introduction" for mutual benefit. At least, once per month for networking.

(Source:The founder of LinkedIn says too many of us are usng the site all wrong )

Guitar chord chart


guitar chord chart

I was quite good at playing guitar as young.  I reopen my guirar box and bought a small amp for practicing. I still rememeber everything.

Guitar chord is very intersting. It is like  the math. It need to calculte the Appegio, which is composite notes of each cord.  I review the chord and scale and practice it on my Fender guitar.

After many years, I feel more matured on music compose. I feel my ears  become very clear when listening music. In the past I spent much time on catch the notes on guitar from songs. It took time to analysis and catch it.  Afer years, all including theory and  style seem mix into my life. I still can feel it and analysis the structure of song, finding out the meaning of creativity.  However, music industry is huge impacted by digitalization and piracy in the past decades. This industry becomes very weak because of techbology innovation, all friends about music are disapeared.  But, music still does not change fundamentally, I think .

I remember this song, which had been played by my band two decades ago. (note1) , But nowadays I listen much on classical music.

(note1:Queensrÿche – The Mission)

Truly “inspiring” attribute

How to Be an Inspiring Leader

33 traits at Leadership model :

developing inner resources, connecting with others, setting the tone, and leading the team. Stress tolerance, self-regard, and optimism help leaders develop inner resources. Vitality, humility, and empathy help leaders connect. Openness, unselfishness, and responsibility help set the tone. Vision, focus, servanthood, and sponsorship help them lead.

  • Your key strength has to match how your organization creates value
  • Leadership profile:

a leadership profile that reflects their unique context, strategy, business model, and culture—the company’s unique behavioral signature.

  • true of leaders: They must be spiky(多刺的), not well-rounded, and those “spikes” must be relevant to the way that the company creates value. //是多刺的,不是圓滑,讓公司產生價值

Quote: “If you want to change the way of being, you have to change the way of doing.”

我是很想把這些哈佛的觀念用白話文寫清楚講明白. 保證一看就懂.

 

 

軟體產業怎麼追?

現在都有點晚了.  台灣產業的獲利結構基本上是美國科技業的相反, 如果是一碗牛肉麵,美國科技公司吃肉, 台灣公司喝湯.   軟體產業落後是結構性問題, 產業選擇, 法規過時, 教育課程落伍, 老闆心態, 公司治理差,薪資超低…還有很多原因,  讓這裡不適軟體產業群聚的發展.  文中很多好意見可參考.

  • 主因在開發者多為技術背景且為個人或初創公司,缺乏國際市場經驗,更重要是欠缺國際營運與銷售能力

技術人才要和商業人才互相平衡, 相輔相乘 企業就是滿足"產品"和"市場"的結果,  在商業世界, 死磕無效, 要能屈能伸,且戰且走.

  • 不能是R&D 英雄主義

一家技術為本的公司還需要其他人才, 不能是R&D 英雄主義, 需要國際行銷,國際業務, 國際法務, 財會投資專家, 人資專家.

本來的研發的優勢不要變成頑固的缺點,而傷害了企業的發展.

也不能沒有硬體經驗和知識, 需要對硬體設計的功能和成本的平衡有實務的理解.  這些都要人,  個人英雄主義很難很難面面俱到. 但是可以簡化.

這牽涉太多層面, 可以從個人微觀的技能學習提升,到社群營造, 社會風氣, 企業CEO 的遠見和眼光  我們軟體的社會文化環境跟真的與矽谷差很多, 要有"後發優勢" 急起直追的心理準備.

  • 要有持續學習跟全球同步的習慣

多說無益, 訂計畫和目標把這些軟體知識技能日積月累培養起來, 才能談產業發展. 這行業 全球競爭行業,  只想撿現成,數鈔票的慣老闆不太適合. 要有持續學習跟全球同步的習慣.

(note: 名家縱論/簡立峰:台灣軟體產業的下一步)

 

 

 

 

It’s cloudy all over

If you want to see where information technology is head…

透過 Tech Industry Forecast: It’s Cloudy All Over — Fortune

還是看到很多行業停滯在舊經濟裡, 舊的思維,舊的生活方式,舊的工作方式.

什麼雲端,好像跟他們一點關係都沒有, 整個社會好像根本就不想真正轉型,  在省道上,我看著來來往往的車輛, 我懷疑整個社會數位化的意願.  不過, 新加坡也是有這速度問題,  我們是否已淹沒在數位浪潮之下,無能為力? 真的要轉型,要徹底, 要像踩油門般, 不要虛應故事. 大廠全都往雲端移動,  我們像是派個代表參一腳, 或是根本缺席, 環境是有先天的宿命.

%d 位部落客按了讚: