...Moyes should have cleared most of them out last summer...
... Prof Szymanski reckons that only about 10 per cent of managers consistently overachieve relative to their wage bills. Ferguson was the UK’s foremost overachiever – but Moyes too was among that elite 10 per cent during his Everton years.
...Almost any footballer who has risen high enough to play for Manchester United is able to motivate himself...
...The fact is that players’ salaries alone almost entirely determine football results. Stefan Szymanski, economics professor at Cass Business School, studied the spending of 40 English clubs between 1978 and 1997, and found that their spending on salaries explained 92 per cent of their variation in league position. The team that pays most, wins.
Only a few managers, such as Brian Clough or Bill Shankly, consistently perform better with their teams than the wage bill suggests that they should. Sometimes a manager outperforms when he is the only one in a country who possesses new knowledge. That’s why Arsene Wenger did so well in his early years at Arsenal: nobody else in England then knew as much about foreign players, or what footballers should eat. Similarly, Guus Hiddink outperformed with South Korea, Australia and Russia because he taught these teams the latest European football know-how...
Harvard has become the first American university to sign on to a United Nations-backed code of responsible investment – in a move to assuage a carbon divestment campaign.
Six months after explicitly rejecting calls to divest from fossil fuels, managers of Harvard's $33bn endowment will now be guided by a set of investment principles taking into account environmental and social factors such as water and human rights, the university announced on Monday.
Leonardo da Vinci (1452-1519) is well known for his Art masterpieces and for his architectural and engineering inventions but less people are aware of his chef’s skills. His notebooks on culinary affairs ooze with so much irony that he probably wanted them inaccessible, a possible reason why the Maestro wrote them backwards; an awkward practice common to all his handwritten documents. Amusingly, a menu designed by Leonardo and Sandro Botticelli, the renowned Italian painter, for a Florence tavern was so illegible that, despite the proportioned figures drawn by the latter, neither clients nor cooks were able to interpret it.
Leonardo is considered a genius for all seasons and his notebooks also show that he was a tireless worker and that he kept everything under observation, his senses on the alert in order to improve objects and daily routines. This openness to the external world, to how things work and how can they be improved, is the basis of innovation and a desirable attitude for all managers. Intelligence without a constant disposition to improve practical things may become a useless asset.
The notes on kitchen were written by Leonardo for his own use, during his service as advisor to Luigi Sforza, the head of a prominent aristocratic family of Florence’s Renaissance. They include recipes, design of devices to improve cookery, recommendations on the etiquette at the table and more. For example, Leonardo is attributed to have introduced the use of napkins, as recorded in one of his notes: “An alternative to dirty table clothes” –apparently, guests used to clean themselves with the same tablecloth.
I include some of the notes that caught my attention, though the whole book is recommendable and entertaining.
On new devices for the Kitchen
Leonardo’s notes of to-do-things and new objects to be designed, combined with his characteristic drawings, raise reader’s affection and admiration. In one of the notes, “the new machines that I have yet to design for my kitchens”, he announces his intention to develop different devices “to pluck ducks, cut pigs into small cubes, knead bread, grind meat and press sheep”. Another note deals with one of the first accounts of how freezing preserves food. He tells about a person called Leoni Buillarotti who every year took hundreds of frogs to Lake Trasimeno before it froze and then cut pieces of the ice with the frogs inside and kept them in a cold place. According to Leonardo, the frog’s legs cooked by Buillarotti were one of the most demanded exquisite delicacies of the time.
On manners at lunch
A really hilarious note is the one describing “indecent behaviors at my Master’s table”:
- “Nobody should seat on the table, nor show his back to the table, nor on the lap of another guest”.
- “Nobody should take food from another’s guest plate, unless he first asks for permission”.
- “Nobody should clean his knife with his neighbor’s clothes”.
- “Nobody should take food from the table and put it in his pocket for later consumption”.
- “Nobody should pinch or beat his table neighbor”.
The list of recommendations continues. Indeed, a note that could be used in toast if you look to provoke laughter from your audience
Had Leonardo lived in our days, I am sure he would have become an active Linkedin contributor though I wonder whether he would have developed his own software to write backwards.
Knowledge@Wharton: We’re speaking today with Eric Orts, a professor of legal studies and business ethics at Wharton, about his new book, Business Persons, a Legal Theory of the Firm. Thanks for joining us today, Eric.
Eric W. Orts: You’re welcome. I’m happy to be here.
Knowledge@Wharton: The book covers a lot of ground. But let’s focus on a couple of specific ideas that were very interesting. One has to do with … the Citizens United Supreme Court case, which gave corporations the right to spend unlimited amounts on political groups, campaigns and candidates. So, based on Citizens United, corporations are people too, right? Or are they?
Orts: Well, that’s one of the main questions that I try to answer in the book or at least elucidate. The title of the book includes the phrase “business persons.” What I mainly argue … is that corporations are persons, but that doesn’t mean that they are people. Therefore, as the majority of the Supreme Court said, they have all of the rights, apparently, that people do...
Tapa blanda: 408 páginas Editor: Gestión 2000 (11 de abril de 2013)
Rafael Martínez Alonso es director en el área de Estrategia y Alianzas de Telefónica S.A. y previamente lo fue en su Gabinete de Presidencia. En el IE Business School es Profesor Asociado en el área de Estrategia e imparte cursos de gestión estratégica, nuevos modelos de negocio y Strategic Foresight, además de ejercer como Tutor de creación de empresas desde 2002. Es también Coach Asociado a Success Unlimited Network® L.L.C., y miembro de la Junta Ejecutiva del Club de Amigos de la Sociedad de la Información. Ha colaborado con diversos medios y es autor del blog estratega.com y la cuenta de Twitter @estratega.
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