22 9 / 2014


“When multiple people are involved, they must have complementary skills, be willing to work together, recognize the other’s expertise in areas, and give in to the other based on that expertise”.

People who built a business from the bottom up can tick more of those boxes than two individuals who are thrown into a shared leadership role without an existing side-by-side relationship.


10 9 / 2014

"What made iPod so revolutionary was not just size & design; it was that it did less than its competitors, thanks to its symbiotic relationship with iTunes. Sure, you couldn’t really make playlists5 or buy music, but that’s what your computer was for. What remained was the very essence of a music player, and it was because of that simplicity that the iPod became such a success."

10 9 / 2014

The Instagram Generation

(Source: youtube.com)

02 9 / 2014

"Subscribers will see a personalised My Burberry commercial, featuring a bottle emblazoned with their name."

14 8 / 2014


For all of Big Finance’s innovation in recent decades, ordinary people haven’t seen much obvious benefit.

One more hopeful consequence of the financial crisis has been the growth of a group of small companies dedicated to upending the Wall Street status quo.

These precocious upstarts - tiny by banking standards - posing no near-term threat to behemoths like Goldman Sachs, Morgan Stanley, JPMorgan Chase, Bank of America, or Citigroup— have smartly exploited the too-big-to-fail banks’ failure to cater to the credit needs of consumers and small businesses, and will likely do so more noticeably in the years ahead.

“In order to transform the banking system, it’s useful to have people on board who have participated in building it,” Laplanche explained. “We essentially combine that experience and brainpower with more of a Silicon Valley mind-set of using technology to shake things up for the benefit of the consumer.”


14 8 / 2014


Our brains are programmed to construct a robust model of how the world works and then fine-tune it. As we learn, some circuits get hardened and reinforced and some wither away. The hardened circuits are our short cuts. This means that when we’re standing in Starbucks and see a cylindrical, liquid-filled shape on the counter, we don’t have to spend too long working out what it is. One of these short cuts will tell us it’s a cup of coffee.

Deconstructing this edifice too many times takes a huge amount of resources. We’re not designed for endless self-questioning. Instead, we look for information that builds on the model we have.

While our fact-filtering brains are great for working out where the nearest Americano is, they don’t make for very good political debate. Once people have aligned themselves with a particular party, there’s very little you can do to change their opinion. They’ll simply “select out” your most compelling arguments and merrily continue believing what they believe.

If you’re interested in the truth, it turns out the worst thing to do is to assign yourself a “stance” on an issue. The more you care about your cause, the harder it is to properly engage with the arguments of your opponent.

h/t @farnanmstreet


12 8 / 2014

"Let’s stop confusing innovation with technology. If an innovation doesn’t somehow enable us to better serve our employees, customers, collaborators and stakeholders, perhaps we shouldn’t consider it innovative in an impactful way. Maybe it’s just technology."

30 7 / 2014


We’re looking to add a few exceptionally talented analysts and associates to the Anthemis team. If you are smart, analytical, addicted to learning, curious, passionate about reinventing finance for the Information Age, comfortable working in a start-up environment and dream of working in a…

28 7 / 2014

"You don’t need a social media strategy - you need a brand strategy that leverages social media. Don’t get off the brand strategy just because there’s a new communications channel, that’s how you lose the plot as a brand."

19 7 / 2014

"You wanted your ads VIEWABLE? Why didn’t you say so? We thought you just wanted to pay us for…well, for being like so hip & cutting edge & totally techno & having like metrics & data & shit."

19 7 / 2014

18 7 / 2014

"Escaping digital disruption trap is by no means easy. Surviving prolonged digital disruption requires self-disruption through devolved decision making & continuous system redesign. Kaizen thinking. Large corporations like Microsoft can’t do this very easily because they’re not structured to make those kinds of decisions. They are, socially speaking, invested in their business culture to the detriment of their original purpose."

12 7 / 2014

In 1980, McKinsey & Company was commissioned by AT&T (whose Bell Labs had invented cellular telephony) to forecast cell phone penetration in the U.S. by 2000. The consultant’s prediction, 900,000 subscribers, was less than 1% of the actual figure, 109 Million. Based on this legendary mistake, AT&T decided there was not much future to these toys. A decade later, to rejoin the cellular market, AT&T had to acquire McCaw Cellular for $12.6 Billion. By 2011, the number of subscribers worldwide had surpassed 5 Billion and cellular communication had become an unprecedented technological revolution.

09 7 / 2014

"When you see someone with one of those GoPro Hero 3 cameras strapped to her chest, it’s a signal to the world that she is about to do something awesome"

03 7 / 2014


By the time there is a case study in your specific industry, it’s going to be way too late for you to catch up.

Put aside your need for a step-by-step manual and instead realise that analogies are your best friend.