Collaborative Business Quotes

Accountable Authentic Collaborative Courageous Passionate Lifelong learner Welcomes feedback Biased toward action Solution oriented Change agent

If you first take a minute, an hour or a month to let go of feeling annoyed, frustrated or critical of the person or situation that may be driving you crazy, you set yourself up for much greater leadership and personal success.

Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.

The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.

Cooperation, collaboration and coordination are together more powerful than competition.

People become more valuable when they gain skills and capabilities that enable them to add value to other peoples lives. A business is a collaboration of people. Businesses also become more valuable when they gain skills and capabilities that enable them to add value to peoples lives.

At Mayflower-Plymouth, we place a lot of emphasis on cooperation, collaboration and coordination.

If you'd like to gain a new understanding of collaboration, get into gardening.

In business, supply chains risks are not only correlated to the competition or to collaborators or to customers. Supply chain risk is also correlated to all of the companies and industries using the same imputs as your business.

We must consider the building not as an object but as a collaborative system tightly linked to it's natural environment.

In a permaculture economy, it's less about competition and more about collaboration, cooperation and coordination.

The human dimension of organizational change is vital. Because ultimately, a company is a collaboration of people.

Don't be that employee that complains all the time! Instead, be that employee that sees opportunities within the business and weeks to collaborate with colleagues and management to make the business better.

Companies can learn a lot from biological systems. The human immune system for example is adaptive, redundant, diverse, modular, data-driven and network collaborative. A company that desires not just short term profit but also long term resilience should apply these features of the human immune system to it's business models and company structure.

Capital markets need to reward human progress in addition to profits. The two can be co-collaborators - human progress can amplify profits and profits can amplify human progress.

A successful organization relies on the collaborative efforts of its employees, board members, and stakeholders.

A lot of business is collaborative, and a lot of business is competitive. And it's important to know when to focus on which.

Effective listening is the single most powerful thing you can do to build and maintain a climate of trust and collaboration. Strong listening skills are the foundation for all solid relationships.

First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.

Synergy without strategy results to waste of energy.

All businesses could use a garden where Data Scientists plant seeds of possibility and water them with collaboration.

If left unexecuted, even the greatest competitive strategies are not worth the paper on which they were written.

Leadership must come from all of us -- the private, public, and civil sectors.

The increasing complexity and pace of change demand more agile and collaborative organizational structures.

Some of the same things that are important in a family are also important in a company — things like empathy, love, compassion, trust, fun, commitment, collaborative work, and authenticity.

Fungi are decentralized intelligence networks. They send information multi-directionally, they constantly evolve and adapt based on feedback from their environment, they invent new molecules to collaborate... And they form a decentralized consensus on how to utilize resources, when to reproduce and what strategies to employ. This is how businesses and business ecosystems should be.

TO MY COLLABORATOR who buys the ink and paper laughs and, in fact, does all the really difficult part of the business this book is gratefully dedicated in memory of a winter’s morning in Switzerland

Every day, I try to make the best decisions possible about what I create, what I consume, and who I collaborate with - but living in the world, participating in capitalism, requires moral compromise. I am not looking for purity; it doesn't exist. Instead, I'm trying to do the best I can, and take a stand when I think I can have an impact.

The interconnectedness of nature demonstrates the power of collaboration and strategic alliances in business.

Inaction is no longer acceptable.

Sometimes the best way to get other people to give up their egos is for you to give up yours first.

In order to become a better innovator, you're going to learn how to write songs.

By adopting an agile mindset and providing improved engagement, collaboration, transparency, and adaptability via Scrum's values, roles, events, and artifacts, the results were excellent.

Loan restructuring may be explored as a collaborative solution between commercial bankers and businesses facing financial challenges. In the event of crises, it may be the best option for everyone.

Team Topologies provides four fundamental team types—stream-aligned, platform, enabling, and complicated-subsystem—and three core team interaction modes—collaboration, X-as-a-Service, and facilitating.

Sometimes, we get so caught up in the business of life that we forget to address the root causes of our problems. Taking a step back and confronting those issues can be the key to unlocking a more fulfilling existence!

The company you keep determines how others view you. Identify with mediocrity and you will be labeled sub par. Collaborate with questionable people and your reputation becomes suspect. Guilt by association can end a career, hurt your business and cost you friends. Choose alliances wisely or you may be condemned for someone else's sins.

I’m a big believer in collaboration, in playing nicely with others. I think it makes everyone better because we can learn from each other. Business doesn’t have to be cutthroat and isolating. It’s much more fun and productive to exchange ideas, to be genuinely curious about how other people do things, to be generous, and to root for a competitor’s success.

The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.

But what if I were to say to you that 25 years from now, the bulk of the energy you use to heat your home and run your appliances, power your business, drive your vehicle, and operate every part of the global economy will likewise be nearly free? That’s already the case for several million early adopters

IRVING: Flowery prose. Verbosity. Some folks think they’re Neil Gaiman, and have ambitions of their scripts being reprinted for their adoring fans to pore over, when in reality, scripts are working documents designed to provide the narrative framework for their collaborators to decorate and embellish with imagery.

While CEO of P&G, John Pepper was once asked in an interview which skill or characteristic was most important to look for when hiring new employees. Was it leadership? Analytical ability? Problem solving? Collaboration? Strategic thinking? Or something else? His answer was integrity. He explained, “All the rest, we can teach them after they get here.

Intrinsically we humans want to be happy, and happiness derives from having purpose, pursuit towards interesting and challenging ‘something’ that is greater than oneself.

When only one party makes a profit that's robbery when all parties make profit that's business.

the most defining trait of great entrepreneurs in the twenty-first century will be the ability to creatively collaborate with other people,

Empathy and understanding are the keys to a successful business. Putting people first can create a culture of respect and collaboration that drives positive change.

Empathy and understanding are the keys to successful business. By putting people first, we can create a culture of respect and collaboration that drives positive change.

Negotiation isn’t about getting what you want at the expense of others. It’s about clearly communicating your needs and expectations, and collaboratively crafting win-win solutions.

The quest for innovation against newly emerging realities requires us to bring disparate teams closer together and to create more bandwidth for actually collaborating with one another.

His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.

When a leader nurtures an environment of trust, respect, and honesty—business soars, creativity and problem-solving are inspired, and collaboration enables people get more done in less time.

I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.

Design thinking has been associated with massive team collaboration, which in turn, fosters employee engagement and maximizes productivity. Hence, it is a tool that should be emulated and implemented for the success of any business.

So this was her condition: here in the kitchen she knew who she was, here in the kitchen she was restless and bored, here in the kitchen she functioned admirably, here in the kitchen she despised what she did. She would become angry over the 'emptiness of a woman's life' as she called it, then laugh with a delight I can still hear when she analysed some complicated bit of business going on in the alley. Passive in the morning, rebellious in the afternoon, she was made and unmade daily. She fastened hungrily on the only substance available to her, became affectionate toward her own animation, then felt like a collaborator. How could she not be devoted to a life of such intense division? And how could I not be devoted to her devotion?

Fast flow requires restricting communication between teams. Team collaboration is important for gray areas of development, where discovery and expertise is needed to make progress. But in areas where execution prevails—not discovery—communication becomes an unnecessary overhead.

I now see the intellectual as something of a functionary. There are so many different types of intellectuals today. Some university intellectuals collaborate with business types, and there are other kind of intellectuals who sit on committees dealing with community problems. The intellectual is a toolmaker, and he cannot dictate or even foreknow how the tools he creates will be used by the people. Even in this respect the intellectual is not a prophet.' 'So you reject the whole Leninist-Lukács notion of the avant-garde, the party intellectuals who perceive the truth the masses can't see,' Call concluded.' 'Absolutely.

Of note to those in business, many of these studies report deleterious effects on business outcomes on the basis of only very modest reductions in sleep amount within an individual, perhaps twenty- to sixty-minute differences between an employee who is honest, creative, innovate, collaborative, and productive and one who is not.

After a lull in white arrests, some towns increased the rewards for turning in collaborators. Folks informed on business rivals, ancient nemeses, and neighbors, recounting old conversations where the traitors had uttered forbidden sympathies. Children tattled on their parents, taught by schoolmistresses the hallmarks of sedition.

I suppose we couldn't realize, or could realize but couldn't accept, that the logic of business is not a logic in that sense. It's not only a narrow consideration of profits and losses, but a larger logic of, well, appetite. To buy something is to assert oneself, and to sell it, for whatever reason, is to collaborate in one's own diminishment.

Innovators and creators are persons who can to a higher degree than average accept the condition of aloneness—that is, the absence of supportive feedback from their social environment. They are more willing to follow their vision, even when it takes them far from the mainland of the human community. Unexplored spaces do not frighten them—or not, at any rate, as much as they frighten those around them. This is one of the secrets of their power—the great artists, scientists, inventors, industrialists. Is not the hallmark of entrepreneurship (in art or science no less than in business) the ability to see a possibility that no one else sees—and to actualize it? Actualizing one’s vision may of course require the collaboration of many people able to work together toward a common goal, and the innovator may need to be highly skillful at building bridges between one group and another. But this is a separate story and does not affect my basic point. That which we call “genius” has a great deal to do with independence, courage, and daring—a great deal to do with nerve. This is one reason we admire it. In the literal sense, such “nerve” cannot be taught; but we can support the process by which it is learned. If human happiness, well-being, and progress are our goals, it is a trait we must strive to nurture—in our child-rearing practices, in our schools, in our organizations, and first of all in ourselves.

Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments. Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said. This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.

We as educators must take seriously our responsibility to create growth-mindset-friendly environments - where kids feel safe from judgement, where they understand that we believe in their potential to grow, and where they know that we are totally dedicated to collaborating with them on their learning. We are in the business of helping kids thrive, not finding reasons why they can’t.

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The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...) Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.

The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.

The world of business is becoming one of the great cathedrals of spirit. Businesses are becoming places in which meaning can be created, in which mutuality begins to happen. Business is the force in the world that is fulfilling every major value of the great spiritual traditions: intimacy, trust, a shared vision, cooperation, collaboration, friendship, and ultimately love. After all, what is love at its core? It is the movement of evolution to higher and higher levels of mutuality, recognition, union and embrace.

In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.

The magic third turns up in all kinds of places. Take corporate boards, for example. They're among the most powerful institutions in the modern economy. Virtually every company of consequence has a group of typically around 9 experienced business people who provide guidance to the chief executive officer. Historically, boards have been all male, but slowly doors have opened to women and a body of research shows that having women on a board makes the board different. The research suggests that women on boards are more willing to ask difficult questions. They value collaboration more. They're better listeners. In other words, there's a woman effect. But how many women do you need on a board to get the woman effect? It isn't One…. It's just like Cantor predicted. When a woman is all alone, she stands out as a woman, but she becomes invisible as a person. Adding a second woman clearly helps, The study goes on, but it still wasn't enough. The magic seems to occur when three or more women serve on a board together. Three out of nine people. That magic third!

Synergy refers to the interaction of elements that when combined produce a total effect that is greater than the sum of the individual elements. In the context of your business, consider how a team can put forth a collaborative effort that exceeds an individual’s output. Now on task, you may begin to share the key parts of your plan with the pillars of your business or family. Embrace the opportunity and be enthusiastic as you are assigning responsibilities. Everyone needs to have a “paddle in the canoe” and work in synchronicity to achieve the desired outcome.

Nasty Gal Obsessed: We keep the customer at the center of everything we do. Without customers, we have nothing. Own It: Take the ball and run with it. We make smart decisions, put the business first, and do more with less. People Are Important: Reach out, make friends, build trust. No Assholes: We leave our egos at the door. We are respectful, collaborative, curious, and open-minded. Learn On: What we’re building has never been built before—the future is ours to write. We get excited about growth, take intelligent risks, and learn from our mistakes. Have Fun and Keep It Weird.

Remember, Sarah, any plan is better than no plan. “Because in the process of defining the future, the plan begins to shape itself to reality, both the reality of the world out there and the reality you are able to create in here. “And as those two realities merge, they form a new reality—call it your reality, call it the unique invention that is uniquely yours, the reality of your mind and your heart uniting with all the elements of your business, and your business with the world, shaping, designing, collaborating, to form something that never existed before in exactly that way.

10. What books would you recommend to an aspiring entrepreneur? Some quick favorites: The 22 Immutable Laws of Marketing: Violate Them at Your Own Risk! by Al Ries and Jack Trout The 48 Laws of Power by Robert Greene The 33 Strategies of War by Robert Greene Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb The Fish That Ate the Whale: The Life and Times of America’s Banana King by Rich Cohen Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott and Anthony D. Williams Contagious: Why Things Catch On by Jonah Berger The Pirate’s Dilemma: How Youth Culture Is Reinventing Capitalism by Matt Mason Rules for Radicals: A Pragmatic Primer for Realistic Radicals by Saul D. Alinsky The New New Thing: A Silicon Valley Story by Michael Lewis Here Comes Everybody: The Power of Organizing Without Organizations by Clay Shirky Purple Cow: Transform Your Business by Being Remarkable by Seth Godin Eleven Rings: The Soul of Success by Phil Jackson and Hugh Delehanty Billion Dollar Lessons: What You Can Learn from the Most Inexcusable Business Failures of the Last 25 Years by Paul B. Carroll and Chunka Mui Gonzo Marketing: Winning Through Worst Practices by Christopher Locke

Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers. They stop us from collaborating effectively with partners. They erode our teams’ performance. They can also lead to costly lawsuits.

I've always believed that culture is defined and created from the top down, but it comes to life from the bottom up. This meant that I had to build our culture by working with the leadership group (i.e., the owner, general manager, and executives), the coaching staff, and the football team. To strengthen the culture among the leadership group, it was important to reiterate to the owner, team president, and general manager the shared beliefs, values, and expectations that we had discussed in depth when I was interviewing for the head coaching position. It was important to have collaborative conversations on a regular basis to discuss the changes we were making and why we were making them.

Improve performance through process improvements introduced with minimal resistance. Deliver with high quality. Deliver a predictable lead time by controlling the quantity of work-in-progress. Give team members a better life through an improved work/life balance. Provide slack in the system by balancing demand against throughput. Provide a simple prioritization mechanism that delays commitment and keeps options open. Provide a transparent scheme for seeing improvement opportunities, thereby enabling change to a more collaborative culture that encourages continuous improvement. Strive for a process that enables predictable results, business agility, good governance, and the development of what the Software Engineering Institute calls a high-maturity organization.

Friends and our parasympathetic nervous system”: I had a few friends visiting us yesterday and I noticed how quickly my nervous system settled down once we all sat on the couch and started talking. Upon reflecting, here are two point of what I took from this: 1. When we have (good) friends around, we cant check our emails, talk to our partners about financial issues, worry about the future or get busy. Our friends ask us to bring our attention to the here and now experience. 2. Our friends help us to remember our interdependent nature. That we belong to something that is bigger then just our spouse and children. That we are tribal. Both these points have to do with our “social” part of our parasympathetic nervous system, especially the Ventral Vagal complex- which is how we slow ourselves enough to Establish connections.

Burlington, Vermont, is an example of a certain kind of small city that David Brooks calls “Latte Towns,” enclaves of affluent and well-educated people, sometimes in scenic locales such as Santa Fe or Aspen and sometimes in university towns such as Ann Arbor, Berkeley, or Chapel Hill. Of Burlington, Brooks writes: Burlington boasts a phenomenally busy public square. There are kite festivals and yoga festivals and eating festivals. There are arts councils, school-to-work collaboratives, environmental groups, preservation groups, community-supported agriculture, antidevelopment groups, and ad hoc activist groups.… And this public square is one of the features that draw people to Latte Towns. People in these places apparently would rather spend less time in the private sphere of their home and their one-acre yard and more time in the common areas.

It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.

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believe that our planet is inhabited not only by animals and plants and bacteria and viruses, but also by ideas. Ideas are a disembodied, energetic life-form. They are completely separate from us, but capable of interacting with us—albeit strangely. Ideas have no material body, but they do have consciousness, and they most certainly have will. Ideas are driven by a single impulse: to be made manifest. And the only way an idea can be made manifest in our world is through collaboration with a human partner. It is only through a human’s efforts that an idea can be escorted out of the ether and into the realm of the actual. Therefore, ideas spend eternity swirling around us, searching for available and willing human partners. (I’m talking about all ideas here—artistic, scientific, industrial, commercial, ethical, religious, political.) When an idea thinks it has found somebody—say, you—who might be able to bring it into the world, the idea will pay you a visit. It will try to get your attention. Mostly, you will not notice. This is likely because you’re so consumed by your own dramas, anxieties, distractions, insecurities, and duties that you aren’t receptive to inspiration. You might miss the signal because you’re watching TV, or shopping, or brooding over how angry you are at somebody, or pondering your failures and mistakes, or just generally really busy. The idea will try to wave you down (perhaps for a few moments; perhaps for a few months; perhaps even for a few years), but when it finally realizes that you’re oblivious to its message, it will move on to someone else. But sometimes—rarely, but magnificently—there comes a day when you’re open and relaxed enough to actually receive something. Your defenses might slacken and your anxieties might ease, and then magic can slip through. The idea, sensing your openness, will start to do its work on you. It will send the universal physical and emotional signals of inspiration (the chills up the arms, the hair standing up on the back of the neck, the nervous stomach, the buzzy thoughts, that feeling of falling into love or obsession). The idea will organize coincidences and portents to tumble across your path, to keep your interest keen. You will start to notice all sorts of signs pointing you toward the idea. Everything you see and touch and do will remind you of the idea. The idea will wake you up in the middle of the night and distract you from your everyday routine. The idea will not leave you alone until it has your fullest attention. And then, in a quiet moment, it will ask, “Do you want to work with me?” At this point, you have two options for how to respond. What

Jakubowski and his collaborators have since launched the Open Building Institute, which aims to make open-source designs for ecological, off-grid, affordable housing available to all.81 ‘Our goal is decentralized production,’ he explains. ‘I’m talking about a business case for efficient enterprise where the traditional concept of scale becomes irrelevant. Our new concept of scale is about distributing economic power far and wide.

Having a leader serve as the “questioner in chief” is fine, but it’s not enough. Today’s companies are often tackling complex challenges that require collaborative, multidisciplinary problem solving. Creative thinking must come from all parts of the company (and from outside the company, too). When a business culture is inquisitive, the questioning, learning, and sharing of information becomes contagious—and gives people permission to explore new ideas across boundaries and silos.

Collaborate to Innovate

However, in a highly collaborative context filled with uncertainty over outcomes, relying on the org chart as a principal mechanism of splitting the work to be done leads to unrealistic expectations.

One promising way of redefining the meaning of ‘economist’ is to look to those who have gone beyond new economic thinking to new economic doing: the innovators who are evolving the economy one experiment at a time. Their impact is already reflected in the take-off of new business models, in the proven dynamism of the collaborative commons, in the vast potential of digital currencies and in the inspiring possibilities of regenerative design. As Donella Meadows made clear, the power of self-organisation—the ability of a system to add, change and evolve its own structure—is a high leverage point for whole system change. And that unleashes a revolutionary thought: it makes economists of us all. If economies change by evolving, then every experiment—be it a new enterprise model, complementary currency or open-source collaboration —helps to diversify, select and amplify a new economic future.

the ability to move from idea and invention to technologies and innovation and finally into the marketplace. This is not something that necessarily happens fast—energy is not software. After all, the lithium battery was invented in the middle 1970s but took more than three decades before beginning to power cars on the road. The modern solar photovoltaics and wind industries began in the early 1970s but did not begin to attain scale until after 2010. Yet the pace of innovation is accelerating, as is the focus, owing in part to the climate agenda and government support, in part to decisions by investors, in the part to the collaboration of different kinds of companies and innovators, and in part to the convergence of technologies and capabilities—from digital to new materials to artificial intelligence and machine learning to business models and more.

FinOps is the practice of bringing financial accountability to the variable spend model of cloud, enabling distributed teams to make business trade-offs between speed, cost, and quality.

But business or strategic acumen does not require narcissism or psychopathy to succeed. A compassionate and collaborative leader can draw the most out of his or her colleagues and employees, leaving them feeling supported, committed to the institution,

When Bouchard’s twin-processing operation was in full swing, he amassed a staff of eighteen—psychologists, psychiatrists, ophthalmologists, cardiologists, pathologists, geneticists, even dentists. Several of his collaborators were highly distinguished: David Lykken was a widely recognized expert on personality, and Auke Tellegen, a Dutch psychologist on the Minnesota faculty, was an expert on personality measuring. In scheduling his twin-evaluations, Bouchard tried limiting the testing to one pair of twins at a time so that he and his colleagues could devote the entire week—with a grueling fifty hours of tests—to two genetically identical individuals. Because it is not a simple matter to determine zygosity—that is, whether twins are identical or fraternal—this was always the first item of business. It was done primarily by comparing blood samples, fingerprint ridge counts, electrocardiograms, and brain waves. As much background information as possible was collected from oral histories and, when possible, from interviews with relatives and spouses. I.Q. was tested with three different instruments: the Wechsler Adult Intelligence Scale, a Raven, Mill-Hill composite test, and the first principal components of two multiple abilities batteries. The Minnesota team also administered four personality inventories (lengthy questionnaires aimed at characterizing and measuring personality traits) and three tests of occupational interests. In all the many personality facets so laboriously measured, the Minnesota team was looking for degrees of concordance and degrees of difference between the separated twins. If there was no connection between the mean scores of all twins sets on a series of related tests—I.Q. tests, for instance—the concordance figure would be zero percent. If the scores of every twin matched his or her twin exactly, the concordance figure would be 100 percent. Statistically, any concordance above 30 percent was considered significant, or rather indicated the presence of some degree of genetic influence. As the week of testing progressed, the twins were wired with electrodes, X-rayed, run on treadmills, hooked up for twenty-four hours with monitoring devices. They were videotaped and a series of questionnaires and interviews elicited their family backgrounds, educations, sexual histories, major life events, and they were assessed for psychiatric problems such as phobias and anxieties. An effort was made to avoid adding questions to the tests once the program was under way because that meant tampering with someone else’s test; it also would necessitate returning to the twins already tested with more questions. But the researchers were tempted. In interviews, a few traits not on the tests appeared similar in enough twin pairs to raise suspicions of a genetic component. One of these was religiosity. The twins might follow different faiths, but if one was religious, his or her twin more often than not was religious as well. Conversely, when one was a nonbeliever, the other generally was too. Because this discovery was considered too intriguing to pass by, an entire additional test was added, an existing instrument that included questions relating to spiritual beliefs. Bouchard would later insist that while he and his colleagues had fully expected to find traits with a high degree of heritability, they also expected to find traits that had no genetic component. He was certain, he says, that they would find some traits that proved to be purely environmental. They were astonished when they did not. While the degree of heritability varied widely—from the low thirties to the high seventies— every trait they measured showed at least some degree of genetic influence. Many showed a lot.