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 <title>Financial Crisis caused by our failure to organize and manage the business to know our capital worth</title>
 <link>http://www.fastcompany.com/blog/harry-greene/result-performance-management/financial-crisis-caused-our-failure-organize-and-man</link>
 <description>&lt;p&gt;
&lt;strong&gt;The actual business is not understood today, because the business is not managed&lt;/strong&gt;
&lt;/p&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/harry-greene/result-performance-management/financial-crisis-caused-our-failure-organize-and-man&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <category domain="http://www.fastcompany.com/tag/account">account</category>
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 <category domain="http://www.fastcompany.com/tag/business">business</category>
 <category domain="http://www.fastcompany.com/tag/control">control</category>
 <category domain="http://www.fastcompany.com/tag/development">Development</category>
 <category domain="http://www.fastcompany.com/tag/finacial-crisis">finacial crisis</category>
 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
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 <node>1012603</node>
 <pubDate>Sat, 20 Sep 2008 23:44:55 -0400</pubDate>
 <dc:creator>Harry Greene</dc:creator>
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<item>
 <title>Result-performance Management:</title>
 <link>http://www.fastcompany.com/blog/harry-greene/result-performance-management</link>
 <description>&lt;p&gt;
How to manage your actual business as one business structure instead of hiding your business under organization, business process, account, administration, quality, performance, and many other structures laid over your business. 
&lt;/p&gt;
&lt;p&gt;
The financial crisis we are experience is a result of managing the enterprise and not managing the business “investments in capital as solutions of worth utilized for costs and
effectiveness of performance to produce value and quality in results”.
&lt;/p&gt;</description>
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 <category domain="http://www.fastcompany.com/tag/management-1">Management</category>
 <node>1012593</node>
 <pubDate>Sat, 20 Sep 2008 22:37:31 -0400</pubDate>
 <dc:creator>Harry Greene</dc:creator>
 <guid isPermaLink="false">1012593 at http://www.fastcompany.com</guid>
</item>
<item>
 <title>Design and Innovation: What&#039;s the Problem?</title>
 <link>http://www.fastcompany.com/blog/david-henry-oliver/object-lessons/design-and-innovation-whats-problem</link>
 <description>&lt;p&gt;
Innovation requires an environment that is open to new ideas. That&#039;s all well and good, but innovation is more than blue sky. In order to encourage new and novel solutions, you have to ask the right questions.
&lt;/p&gt;
&lt;p&gt;
Many brainstorming sessions are centered around questions that boil down to “What should we do in response to our competitor’s product or service?” Now the reason you are having the meeting in the first place may be because your competitor has just taken a big chunk of your market share, so that seems like a legitimate question.
&lt;/p&gt;&lt;p&gt;&lt;a href=&quot;http://www.fastcompany.com/blog/david-henry-oliver/object-lessons/design-and-innovation-whats-problem&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
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 <category domain="http://www.fastcompany.com/tag/apple">apple</category>
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 <category domain="http://www.fastcompany.com/tag/branding">branding</category>
 <category domain="http://www.fastcompany.com/tag/competitors">competitors</category>
 <category domain="http://www.fastcompany.com/tag/control">control</category>
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 <category domain="http://www.fastcompany.com/tag/innovation-2">Innovation</category>
 <category domain="http://www.fastcompany.com/tag/innovation">Innovation</category>
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 <node>823726</node>
 <pubDate>Thu, 24 Apr 2008 12:28:10 -0400</pubDate>
 <dc:creator>David-Henry Oliver</dc:creator>
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