Naspers, which started out as an Afrikaans newspaper group a century ago, has since gone on to invest in a host of startups, mostly in emerging markets. The runaway success of Tencent has created an enviable headache: Naspers has become too big for the Johannesburg stock exchange, where it now makes up a quarter of the local index. Such scale requires foreign investors, not all of whom are keen on South Africa’s currency and political risk.

Naspers, which started out as an Afrikaans newspaper group a century ago, has since gone on to invest in a host of startups, mostly in emerging markets. The runaway success of Tencent has created an enviable headache: Naspers has become too big for the Johannesburg stock exchange, where it now makes up a quarter of the local index. Such scale requires foreign investors, not all of whom are keen on South Africa’s currency and political risk.

people tend to assume that confident individuals are competent, when there is no actual relationship between the two qualities. Those confident people are then promoted. Overconfidence afflicts both sexes, but men more so; one study found that they overestimated their abilities by 30% and women by 15% on average. Source: The skills leaders need

people tend to assume that confident individuals are competent, when there is no actual relationship between the two qualities. Those confident people are then promoted. Overconfidence afflicts both sexes, but men more so; one study found that they overestimated their abilities by 30% and women by 15% on average. Source: The skills leaders need

Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary: This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.

Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary: This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.

Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary: This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.

Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary: This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.

Usually we’re told that improving IT means changing the old organization. I’ve been re-reading The Art of Business Value, and re-came across this, to the contrary: This way of thinking has always struck me as a little strange. Our goal is to deliver value, to figure out how to meet the needs that are determined by the organization, and yet we consider the organization to be the biggest impediment to doing so.

There’s a new kubernetes, Oracle lay-offs, Zoom.US, and the problem with mainframe complainers. Also see full show notes.