CHAPTER 12Appendix: Using Hypernomics on Your Own
“The tantalizing discomfort of perplexity is what inspires otherwise ordinary men and women to extraordinary feats of ingenuity and creativity; nothing quite focuses the mind like dissonant details awaiting harmonious resolution.”
Brian Greene
“The details are not the details. They make the design.”
Charles Eames
Many managers and executives will read this book knowing they will never become experts in the field of Hypernomics. They may read it, then likely put it aside. Still, hopefully, they will glean that the domain is an essential instrument in the toolbox when determining whether to enter new markets or improve products in the markets in which they already compete. However, when it comes to Hypernomics’ theories and applications, for a large portion of upper management, there is too much there. Those employees schooled in Hypernomics will help decision‐makers make more money than those not so trained. And that makes them valuable. For the implementation of the processes, for all those dreaded details, management needs people. They need those people.
People who need people are the luckiest people in the world. Just ask Barbra Streisand.1
Perhaps you are one of those people whom decision‐makers need. If so, this chapter is for you.
You know who you are.
You do not satisfy yourself by just getting a new topic's gist. You do not fancy leaving the heavy lifting of weighty facts to somebody else. Yes, it will involve pulling ...
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