Foreword

“I have just two comments; both, I’m sorry to say, a little on the lofty side.

First: in all walks of life, that which is changing most visibly always gets the lion’s share of attention; and so it should.   But that’s no reason for the unchanging, the timeless, to get sidelined.  By its very nature, the timeless isn’t newsworthy.  Yet our absorbing trade has access to well over a hundred years of slowly evolved and priceless understanding upon which to draw.   And it’s no surprise that the timeless has more to do with human nature than with technology.

And secondly: in any trade involving the generation of ideas, the pursuit of tidiness is a fruitless one.  We’re dealing with unpredictability.  We need rampant egos as well as a furrowed concern for ROI.  As long ago as 1982, in In Search of Excellence, Peters and Waterman identified the best managers as those being capable of managing ambiguity and paradox.  We’ve plenty of both and we shouldn’t fight them.  As ever, we need to embrace them – and put them to constructive use.”

– Jeremy Bullmore, May 2012

To download the full version of the report please click here.

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