Mens Et Opera - Reloaded

That's hilarious and dramatic at the same time. Europe is covered by a thick and heavy snow and the scaremongers keep annoying us about the inevitable temperature rise of the planet. Science should depend on accurate and complete data. What is being perpetrated into the climate debate is a load of nonsense. And when facts contradict theory, too bad for reality.  A first hand example from an email between Professor Phil Jones and Michael E. Mann (apparently two gurus in the climate field) :" I've just completed Mike's Nature trick of adding in the real temps to each series for the last 20 years (ie from 1981 onwards) and from 1961 for Keith's to hide the decline  [in temperature]. " As any ideology, "greenology" is a real stinker and its stench is mistaken for fresh air.

There is a discontinuity point in almost everything we do. Anytime we make a choice we are choosing a different path because we believe that the current course of events would lead us towards a dead-end. A "quit point", however, is more than just a mere decision point. When you quit, you are saying (and betting): "things are going well now but that won't last long because bla bla..." Bla bla is what substantiates your bet. Conversely, you also are saying (and betting):"this way is gonna land us bla bla but we are going to slog away for awhile". Simple question: "why don't you quit when bad things are impending?". Easy answer: "you, your product, your service, your 'whatever you are in' will be off the market by then". You are not the smartest guy in the room. Second (hard) question: "what do you properly mean by 'quit'?". In order to quit you have to abandon a piece of something to gain a piece of som

One of the most remarkable concepts about creating a business, is its underlying idea and the process to translate it into reality. The idea comes from a sharp observation of reality in all its factors, this is called attitude: the most valuable asset of any successful entrepreneur.  Then, the capacity to cut through reality to surface what is truly important to realize and what not (the latter being very tricky, indeed). Subsequently, the process is made of  strategy and tactics. Deal with the material you face and shape the idea accordingly. Many companies fail because of this lack of realism: great idea, deep observation and an illogical optimism: "It will work!". The majority, however, fail because of a slapdash work on the idea. A business model is just that: a model. It is not reality. An old cliche proves to be true: "the map is not the territory". Your model must emerge from a strong observation (the extent of demand or the potential to induce it) and be ali

Any good manager knows that any project is affected by three forces: Cost, Quality and Schedule . Any great manager knows that you can actually achieve any two of the three. Would you have the guts to adamantly ask to who you report to (also a client): "which two do you want?"