EMBA的小眼睛

作者：小編、鄭匡寓

環台賽開始之前，來提前認識幾位環台勇士吧！為他們在這14天的比賽中加油打氣！

張秀麗

「挑戰超級馬拉松之後，人生觀也改變許多，處事待人比較能容忍，覺得凡事都有商量解決的辦法。能活在這世上學習是上天賜予幸運安排。」─張秀麗

來自新加坡的超馬選手張秀麗，因為羨慕背包客走遍世界的生活，希望培養自己長途遠征的耐力，於是跑馬的日子就開始了，2010年在故鄉跑了第一場馬拉松後，幾乎每個月跑一場馬拉松，隨著挑戰的野心增強，跑了4場馬拉松後，開始報名50-72公里超馬，一年後，2011年6月25日生日當天，正式挑戰100K─新加坡Sundown Ultra-marathon 100K。

Urgency and accountability are two sides of the innovation coin

As organizations and individuals succeed, it gets more difficult to innovate. There are issues of coordination, sure, but mostly it's about fear. The fear of failing is greater, because it seems as though you've got more to lose.

So urgency disappears first. Why ship it today if you can ship it next week instead? There are a myriad of excuses, but ultimately it comes down to this: if every innovation is likely to fail, or at the very least, be criticized, why be in such a hurry? Go to some more meetings, socialize it, polish it and then, one day, you can ship it.

Part of the loss of urgency comes from a desire to avoid accountability. Many meetings are events in which an organization sits in a room until someone finally says, "okay, I'll take responsibility for this." If you're willing to own it, do you actually need a meeting, or can you just email a question or two to the people you need information from?

Thus, we see the two symptoms of the organization unable to move forward with alacrity, the two warning signs of the person in the grip of the resistance. "I can take my time, and if I'm lucky, I can get you to wonder who to blame."