人生の行き先を決めるのに、早すぎることはない [インタビュー] できることに集中し、即実行せよ | 柳井 正 | ["2024年7"]月号｜DIAMOND ハーバード・ビジネス・レビュー
人生の行き先は早くに決めたほうがよい編集部（以下色文字）：キャリアが多様化したことで働き手の可能性が広がった一方、選択肢が増えたからこその悩みを抱える人たちもいます。柳井さんは人生の「行き先」という表現を用いて、生涯を賭けて追求すべき目標を定めることの重要性を説いてきました。それぞれの人生の行き先をどのように決めればよいのでしょうか。 柳井（以下略）：人生の行き先がどのように決まるかは偶然でもあり、必然でもあります。私はこれを言い続けてきましたが、自己実現の可能性は与えられたものの中でしか見つけられません。何を与えられるかは偶然によるところが大きく、どのような経験をし、どのような人と出会い、どのような機会を得られるかは、一人ひとり異なります。ただし、その中から可能性を見出すしかないと考えれば、人生の行き先は必然で決まるといえます。 重要なのは、自分の行き先をできるだけ早くに決めることです。
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To Lead Across Cultures, Focus on Hierarchy and Decision Making
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Why Data Science Teams Need Generalists, Not Specialists
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A/B Testing: How to Get It Right
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The New New Product Development Game
In today’s fast-paced, fiercely competitive world of commercial new product development, speed and flexibility are essential. Companies are increasingly realizing that the old, sequential approach to developing new products simply won’t get the job done. Instead, companies in Japan and the United States are using a holistic method—as in rugby, the ball gets passed within […]
What’s Driving the Machine Learning Explosion?
Machine learning systems have been around since the 1950s, so why are we suddenly seeing breakthroughs in so many diverse areas? Three factors are at play: enormously increased data, significantly improved algorithms, and substantially more-powerful computer hardware. Over the past two decades (depending on the application) data availability has increased as much as 1,000-fold, key algorithms have
The Business of Artificial Intelligence
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Data’s Credibility Problem
Summary. Reprint: R1312E Fifty years after the expression “garbage in, garbage out” was coined, we still struggle with data quality. Studies show that knowledge workers waste a significant amount of time looking for data, identifying and correcting errors, and seeking confirmatory sources for data they do not trust. When data are unreliable, managers quickly lose faith in them and fall back on the
The Institutional Yes
Summary. Reprint: R0710C Interviewed by Julia Kirby and Thomas A. Stewart Since its founding, in 1995, Amazon.com’s bold moves have often left observers scratching their heads, if not predicting the company’s demise. Why open up an effective proprietary retail platform to competition from third-party sellers? Why make tools that Amazon developed for its own use available to other website developer
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