Friday, January 15, 2016

16 January 2016 - Science, Engineering and Management News



Management Knowledge 2016 - One Year Revision starts from Monday 18 January 2016


50 Thoughts That Can Motivate You to Do Anything


Companies in Regulated Industries Can Also Do Digital Marketing (HBR)











Engineering






Science

Cyber-enabled bionic organisms - American Scientist Video
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Thursday, January 14, 2016

15 January 2016 - Science, Engineering and Management News




10 Questions Dominating Boardroom Agendas for 2016 - ChiefExecutive.net | Chief Executive magazine





















Engineering














14 January 2016 - Science, Engineering and Management News

Tuesday, January 12, 2016

12 January 2016 - Science, Engineering and Management News





Seven Hints for Selling Ideas (HBR)


Developing the Next Generation of Enterprise Leaders (MIT)


What freelancers need to know to manage their business


60th Anniversary Essay - Organization Theory - SAGE










Engineering






Science















 

Monday, January 11, 2016

11 January 2016 - Science, Engineering and Management News





These U.S. cities offer the best career opportunities

Social Media Works for B2B Sales, Too (HBR)


Going Green Can Be Good for the Bottom Line (Kellogg)


The Social Media Skills You'll Need in 2016




Engineering



Top 10 picks from the CES 2016: World's first UHD Blu-ray player, coding robot for kids, robotic personal chef, and more



Science






 

Saturday, January 9, 2016

10 January 2016 - Science, Engineering and Management News



Management


The Power of Asking Pivotal Questions


In a rapidly changing business landscape, executives need the ability to quickly spot both new opportunities and hidden risks. Asking the right questions can help you broaden your perspective — and make smarter decisions.

Question One: How well do you understand the implications of broad market trends and less visible undercurrents for your business and for upcoming strategic choices?

Question Two: How thoroughly have you analyzed major external uncertainties and future scenarios that could significantly impact your business decisions?

Question Three: Do you regularly seek out diverse views to see multiple sides of complex issues, and do you purposely explore important problems from several angles? 

Question Four: Do you deploy multiple lenses to connect dots from diverse sources and stakeholders, and do you delve deep to see important connections that others miss? 

Question Five: Do you generate and evaluate multiple options when making a strategic decision, and do you consider the risks of each, including unintended consequences? 

Question Six: Do you encourage experiments and “failing fast” as a source of innovation and quick learning?
(from MIT Management Review - Winter 2015)









Engineering











Science