Thomas Edison is most often credited with inventing a thing, the light bulb. But if you really take a look at what Edison did, you’ll see he was able to envision not only the technology, but also how people would use it and why they would benefit from its use. What he actually created was a product with a fully realized marketplace. Edison’s approach was an early example of a concept that has since been dubbed “design thinking” — a creative manner of problem-solving that places the user at the center of the experience.
Abandoning your email is sort of like running away from home: We all know you’ll be back by dinner time.
Surviving the Great Recession wasn’t easy for anyone, but it had a unique impact on business owners who were looking forward to retirement. One-third of small biz owners are over the age of 55 – primed to step away from the day-to-day routine. When the economy went into a tailspin, those trying to either sell or otherwise transition the ownership of their business had to keep working, even as the long slump made staying in business a struggle.
In 2008, John Bissell co-founded Micromidas Inc., a West Sacramento biotech company that has developed a process to convert carbohydrate feedstocks like cardboard into higher-value chemicals, including renewable plastics. The company incorporated in 2009. Bissell, a UC Davis grad who also serves as CEO, was recently included in Forbes Magazine’s “30 Under 30,” a tally of the brightest stars in 15 different fields, and has helped raise more than $20 million in financing for his company.
Middle management is a damned-if-you-do, damned-if-you-don’t position. Stuck in the middle, you’re responsible for managing down to your reports, out to customers and clients, and up to your superiors. When it comes to delivering bad news, you’re the messenger most likely to be shot.
I’m an accountant for a small start up in Sacramento — not an HR manager. But, as often happens, HR issues tend to fall on someone, and that someone is me. The current team has been here since the beginning; we started the place. But now we need to hire someone. A stranger. How do I start?
If I wanted my 20-year-old son to join me for a late meal, I’d text him: “Buffet on me.” But I would never ever text my 86-year-old mother with a dinner invitation. For her, there would be a phone call with plenty of formalities and forewarning, a promise of a nice, sit-down establishment and a start time of 4:00 p.m. to take advantage of early bird specials. Why? Because each generation communicates differently.
On July 1, 35-year-old Michael Marion became the executive director and associate vice provost of Drexel University Sacramento. Marion replaces Dr. Sandra Kirschenmann, who will officially retire on Sept. 1.
You can dismiss someone from the conference room, but you may still have to face him or her in the living room.
It may seem that landing that New York Times interview, getting featured on the front page of AOL or winning a $135,000 business contest means that, as a business owner, you are set for life. In truth, it’s just the beginning.
Left unchecked, underachievers can drag down an entire team’s performance, and that goes double when the problem staffer is family.
Walk into any coffee shop and it’s obvious that the place we call “the office” has changed. Many of the people sitting at tables are likely mixing laptops with lattes as they browse email and write reports. Some may be pitching a sale over coffee.
Bright orange walls and ergonomic chairs. A black conference table flanked by a half-dozen scruffy-chic men (zip-front sweaters, double-pierced ears, turn-of-the-millennium tattoos) and three times as many digital devices (nobody brought just one).
About a decade ago, as a financial analyst for Intel, I lived in the suburbs of Santa Clara and frequently traveled to Folsom. It was a good job, especially for a kid straight out of college — decent pay, strong company and the lure of glittering stock options.
So I left.
No agency is safe. No office off limits. Boardrooms will be infiltrated. Communication barriers will crumble for the sake of collaboration. As the old guard inches toward that horizon called retirement, Sacramento’s young power players are taking center stage.
Three is a magic number. Yes it is. It’s a magic number.
If you’re humming the lyrics to the iconic “Schoolhouse Rock” song, then you are either over 35, a Blind Melon-head or already in tune with the Strategy of 3.
He’s the boss, she’s bossy. He’s assertive, she’s domineering. He strategizes, she schemes. He’s powerful and likeable, she’s powerful or likeable.