There is a better way to do strategic planning. Our podcast guests, Sarah Greer and Adrian Peryer, are part storytellers, part historians, and part therapists. We discuss time traveling, T-shirt moments, the messy parts of creativity, and how vulnerability is the key to a successful session.
It's Season 1, Episode 3 of the BRIGHTON PARKast. Today's episode is a discussion about technical leadership with Kim Stevenson and our host James LaPlaine.
In this episode of the BRIGHTON PARKast host James LaPlaine is joined by JJ Allaire, founder and CEO of Posit. They discuss the impact that the open source movement has had and how Posit sees this as a critical public good. They also talk about why JJ created Posit as a Public Benefit Corporation.
We relish those "aha" moments when we have truly learned something new, yet our learning exposes the edges of how much more there is yet to learn.
Technological advancement inflates our expectations faster than it can actually meet them.
Easier tasks give us confidence, we tend to seek them out first, yet It is in doing the hard tasks where growth and progress happens.
It is not enough to simply have talented individuals, success only comes from bringing all together for a shared purpose, working collectively to win, a chance to create a dynasty.
Decisions give us clarity on a path forward, outcomes are the results that stem from our execution along our set course.
Defining and documenting our values and principles are critical steps for shaping our behaviors, strategy, and future direction. Here are the second half of our dozen core principles.
Defining and documenting our values and principles is a critical first step in shaping our behaviors, strategy, and future direction.
No company today has enough staff to do all of the work they have identified. So why would we use generative AI as a way to zero out our wage costs? The disrupters, the market winners, will see this as an opportunity to free up human labor to tackle the backlog.
Cooperation requires connection, and connection requires empathy. We must meet our employees where they are — as people with outside interests, pressures, fears, and ambitions.