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Valdis Krebs - Now they have to adapt

Valdis Krebs - Now they have to adapt

We still have that old view of return-on-investment and total quality and remove redundancy and be very efficient and reduce cost and things like that. And again if we know exactly what we are doing, if we know what the product is, and we can build it quickly and efficiently, all that makes sense, but if the product is constantly changing, or if the product is actually a service, then you don’t have the ability to execute on those old[...]
Valdis Krebs - Everything is collaborative

Valdis Krebs - Everything is collaborative

I don’t think there is such thing as individual decision making, I think whatever network you are embedded in, whether it be the family at home or amongst your friends, or with your colleagues, you are always influenced by what everybody around you thinks, and what everybody around you does, and also what everybody around you can provide. So most decisions we have, we don’t make individually. I mean we might decide which toothpaste to buy at the store, but[...]
Valdis Krebs - People play different roles

Valdis Krebs - People play different roles

I think what often happens in teams that - they get things done that accomplish things - is that the leadership changes. So are managers and leaders the same thing? Probably not, but I also notice that in networks that if you look at the same people but in different networks you will find that there is… the person who is a leader in one network is maybe a follower in another network. And the person that’s very involved in[...]
Valdis Krebs - It’s that surge that we now have to apply

Valdis Krebs - It’s that surge that we now have to apply

I think a lot of what we see in large organizations also depends upon what the military is doing. I know when I got out of graduate school and I went to work for Ford Motors Company, lot of the people there in management and also a lot of the people that they hired were ex-military people. And they believed in having this strong military type hierarchy, and everybody pays attention to the top bras and everything is in order,[...]
Valdis Krebs - Redundancy is useful

Valdis Krebs - Redundancy is useful

That was the beginning of business process redesign, and Six Sigma, and all that stuff. And that works, again that works fine if you know what you are doing, if you have a process that you can execute to build so many widgets of something in a certain time, of a certain quality, then that is the perfect thing. But if you are designing software or if you are trying to figure out whether to make an iPhone or whether[...]
Valdis Krebs - Technology will never solve sociology problems

Valdis Krebs - Technology will never solve sociology problems

I am a big believer that technology needs to support the sociology, that in human group the sociology is always more important than the technology. And technology will never solve sociology problems. And I think that’s what a lot of companies are doing today, and for the last few decades, they think, well, the better technology we give our employees, the better they will communicate, the smarter they will be, the better information they will have. And what they don’t realize[...]
Valdis Krebs - People go to another person not to a technology

Valdis Krebs - People go to another person not to a technology

I think that we all have access to a lot of information and Google has stated that their intent in life is to organize all the information in the world, or as much of it as they can. And what’s interesting is that the more of it they organize, the stuff that they don’t organize becomes more important. So the stuff that’s - is really the critical stuff, that’s where is your value added that’s where is your innovation, that’s[...]