1- Business parable
Three stone cutters were asked about their jobs. The first said he was paid to cut stones. The second replied that he used special techniques to shape stones in an exeptional way, and proceeded to demonstrate his skills. The third stone cutter just smiled and said: "I build cathedrals."
From Maverick by Ricardo Semler
2- Agile coding
Any fool can make things bigger, more complex, and more violent. It takes a touch of genius-and a lot of courage-to move in the opposite direction.
3- It's not how good you are, it's how good you want to be.
Nearly all rich and powerful people are not notably talented, educated, charming or good looking.
They become rich and powerful by wanting to be rich and powerful.
4- The much underappreciated principle of pleasure
Rather than survey a bunch of users on every decision, the Mac team decided each issue among themselves, invariably going for the option that might amuse a user the most, that would give a user the most pleasure, and therefore imbue the Mac with personality.
Nick Merritt about Apple
5- Creativity under pressure
Instead of traveling by corporate jet, GM CEO Rick Wagoner will drive a Malibu hybrid for the 520-mile trek from Detroit to Capitol Hill; Ford CEO Alan Mulally will drive an Escape hybrid. The travel plans of General Bob Nardelli of Chrysler are secret for "security reasons" (guess he's flying). (Update: Chrysler got wise and said he's driving, too.) All three are to present their plans for $25 billion in taxpayer-backed loans on Thursday and Friday.
If they were very smart, the CEOs would drive unreleased, next-generation cars that get 100 MPG. They'd stop in a half-dozen towns along the way and invite a newspaper editorial board writer to ride shotgun for a dozen miles. They'd update their status on Twitter. They'd write a few posts for the company blog. They'd shoot video on a Flip camera and talk about how they screwed up at their first appearance, how they're selling their fleet of corporate jets, and their plans for the future. If they behave like real people instead of CEO machines, they might arrive in D.C. backed by some pretty good word of mouth.
In other words, they would prove that in these recessionary times they know what it means to be entrepreneurial, not imperial.
7- Gartner definition of Business intelligence
An interactive process for exploring and analyzing structured and domain-specific information to discern trends or patterns, thereby deriving insights and drawing conclusions. The business intelligence process includes communicating findings and effecting change.
8- Common Pitfalls in Dashboard Design
Dashboards are only as valuable as they are able to deliver—clearly, accurately, and efficiently—the important information that people must monitor to do their jobs. Dashboard vendors should be spending their time figuring out the best ways to support this need, rooted firmly in an understanding of visual perception (how people see) and human intelligence (how people think). Instead, most of them are spending their time creating the cutest, most photo-realistic gauges, meters, and traffic lights imaginable. This considerable effort does little to improve a dashboard’s ability to communicate, and in most cases actually achieves the opposite effect. Dashboards are not video games, they are computer-based displays for vital business communication. To build products that enable the development of effective dashboards, software vendors must lift their heads above the fray of feature-function competition and look past the tempting candy (the empty calories of superficial glitz) that is dangling right there in front of their eyes. They must step back and look around long enough to remember what business intelligence is all about, and then take the time to design software that really works and really matters.
9- Tufte's best principle
Above all else show the data
Edward Tufte in "The Visual Display of Quantitative Information"
10- Jelled team
A jelled team is a group of people so strongly knit that the whole is greater than the sum of the parts. The production of such a team is greater than that of the same people working in unjelled form. Just as important, the enjoyment that people derive from their work is greater than what you'd expect given the nature of the work itself. In some cases, jelled teams working on assignements that others would declare downright dull have a simply marvelous time.
Once a team begin to jell, the probability of success goes up dramatically. The team can become almost unstoppable, a juggernaut for success. [...] They've got momentum.
Peopleware by Tom DeMarco and Timothy Lister