Author: Callum Macdonald

Shakespeare's Hamlet claims "There is nothing either good or bad, but thinking makes it so." Psychologist Richard Wiseman claims the same thing about people who claim to be lucky or unlucky. Wiseman spent years interviewing people who claimed to be either exceptionally lucky or exceptionally lucky, and his findings may help us to become more… Continue reading Bitcoin, iCar, and How to be Lucky – Business Strategy and Psychology #30 →

The word "Workaholic" first appeared in print in the Toronto Daily Star as a joke, drawing an analogy between alcoholism and an addiction to working. But in the decades since the pun was published, it has become easier for employees to work anywhere and everywhere, and work has seeped from the confines of the office… Continue reading Workaholics and the Dotcom Bubble – Business Psychology and Strategy #29 →

Micromanaging is when a manager tries to control every part of a process, detailing in exacting detail what needs to be done and checking on progress very regularly. This quickly undermines a worker's independence, making it appear to employees that their judgement isn't trusted. Micromanaging also damages the results that an organization can produce, as… Continue reading Lazy Giants, and Working in Job-Space – Business Strategy and Psychology #28 →

I am currently reading No Rules Rules, a book on Netflix culture by co-founder Reed Hastings, and organisational culture expert Erin Mayer. It takes the format of a back and forth conversation between Erin and Reed, and highlights three general rules which Netflix thinks have been essential to Netflix's success: increase talent density, increase candor,… Continue reading Peloton Acquisition and Some Psychedelics – Business Psychology and Strategy #26 →

One of the biggest trends in technology and software development over the last twenty years has been the emergence of agile ways of working. The agile manifesto describes the core tenets of agile as "Individuals and interactions over processes and tools; Working software over comprehensive documentation; Customer collaboration over contract negotiation; Responding to change over following a plan." Agile… Continue reading Business Psychology and Strategy #25 →

Do you share all of your successes with everyone you know? For some reason, many people don't, to avoid looking like they are bragging or for some other reason. But a recent study has show that hiding your successes actually has a negative effect on your relationships. Through a variety of studies the authors of… Continue reading Hiding Success and Nasdaq’s Discrimination – Business Psychology and Strategy #24 →

A recent article by HBR explains how everyone has their own style of leadership, ranging between powerful and attractive. Powerful leaders can be described as confident and assertive, but also potentially arrogant and proud. Attractive leaders on the other hand can be understanding and kind, but also meek or weak. The ideal position isn't necessarily… Continue reading Black Friday’s Darker Side – Business Psychology and Strategy #23 →

For a tech start-up, subscription services can look like a perfect solution. Reliable MRR (monthly recurring revenue), invest in customer acquisition, add value to the customer. But it isn't nearly that simple. The value add of the subscription must be very precisely calibrated, as must the value add of the "free trial" that many offer.… Continue reading Personality and Culture, and The Biggest Innovators – 47th week of 2020 →

Nemawashi is a Japanese term that means "to go around the roots," originally used to describe the process of digging the soil out from the roots of a tree, and introducing the soil from a new location before transplant. The more modern, business oriented meaning, however, is to lay the groundwork before a project starts.… Continue reading Competitive Strategy, Market Efficiency, and Nemawashi – 46th week of 2020 →