Four For Friday (22)

Since the last edit of this occasional series, the scope of this blog has grown to envelope all my interests. Curation becomes trickier, but on y va! Those, who used to follow the series in the past, will notice that there are now excerpts. These are mere amuse-bouche to nudge you to click and read the whole article linked!

Rebecca Robins explores what luxury means in the age of “you”, grounding luxury in history and modern technology at once.

In The Age of You, the fine line between what luxury brands reveal and conceal as they engage with the transparency demanded of consumers and the element of mystery that is endemic to their very being, will be fascinating to watch.

Liam McGee writes how CEOs can work in partnership with their boards of directors without sacrificing their own authority.

It’s all a matter of developing trust. In my five years as CEO of The Hartford, a Fortune 100 insurer, winning trust was crucial to turning around the company in the aftermath of the global financial crisis.

Building trust can be a delicate thing, but it isn’t magic. You don’t need special charisma. All you really need is courage and self-confidence.

Starting over can be a boost to creativity, not a mark of failure. This idea caught my attention: “what are you still good at?”

Coping with old age and illness in his later years, Henri Matisse could no longer hold a paintbrush. So he put away his oils and restarted in a new medium. Discovering he could work with scissors, Matisse began what he called “painting with scissors,” creating his famous cut-out works. It became one of the most prolific—and stunning—periods of his career.

Having spent the last three years thinking about design and creativity, I found Amrita Chandra’s piece on why businesses are investing in design naturally engrossing.

Industries are being disrupted at a much faster pace than ever before. Leah cited an Insight study that showed the lifespan of company going from 60 years in the 1960s to 18 years in 2012. The level of volatility organizations have to live with today is motivating them to behave in different ways, and design is seen as a solution to this volatility. This is one reason why management consulting companies from Anderson to McKinsey have acquired design firms in the last 8 years.

What do YOU think?

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