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Welcome! Here you'll find insights and ideas drawn from my lived experiences as a technology leader and a curious citizen of the world.
My Latest
PRODUCT
“A Walk In The Woods” and a Lesson in Crafting Exceptional User Experience
As I was listening to the audiobook version of “A Walk In The Woods”, I encountered a section that sent shivers all down my spine - the best user feedback I’ve ever heard! Read why.
by Mary Ann Belarmino | Published in LinkedIn
MY VIEWS
AI Needs Young Minds More Than You Think
There’s a growing narrative in the tech world that AI is making entry-level talent obsolete. Meanwhile, parents, students, and recent graduates are questioning the point of pursuing a degree at all. If AI knows everything and can do everything, what’s left for humans to contribute, especially the young ones?
by Mary Ann Belarmino | Published in LinkedIn
LEADING
Fail Intentionally: A Smarter Way to Innovate
We’ve all heard the innovation mantra: “Fail fast, fail often.” Every time I hear it especially from leaders, I pause. Do they really understand what it means? Do they realize that, when used in the wrong context, it can do more harm than good?
by Mary Ann Belarmino | Published in LinkedIn
Articles Worth Reading
LEADERSHIP & STRATEGY
How Fast Should Your Company Really Grow?
“Growth—in revenues and profits—is the yardstick by which the competitive fitness and health of organizations is measured. Consistent profitable growth is thus a near universal goal for leaders—and an elusive one. To achieve that goal, companies need a growth strategy that encompasses three related sets of decisions: how fast to grow, where to seek new sources of demand, and how to develop the financial, human, and organizational capabilities needed to grow. This article offers a framework for examining the critical interdependencies of those decisions in the context of a company’s overall business strategy, its capabilities and culture, and external market dynamics.“
by Gary P. Pisano | Published in Harvard Business Review
STRATEGY
Many Strategies Fail Because They’re Not Actually Strategies
“Many strategy execution processes fail because “new strategies” are often not strategies at all. A real strategy involves a clear set of choices that define what the firm is going to do and what it’s not going to do.“
by Freek Vermeulen | Published in Harvard Business Review