Office Speak: Cottage Industry – good or bad?

I have to admit that I use this one quite a bit myself, and generally as a negative term, but is that fair?

Dictionary definitions don’t always match a specific context:

Cottage Industry: a business or manufacturing activity carried on in people’s homes.

It’s worth us getting into a bit of history here.

Prior to the Industrial Revolution nearly all industrial activity was carried out in the context of the house. Cloth was produced on a loom at home. Sword manufacture was done by the Blacksmith in a workshop at home. Cartwrights created wheels in a building at their cottage. Even the Miller was was working from home, it just so happened that their cottage was a windmill, or watermill.

One of the primary reasons that the Industrial Revolution changed all of this was the size, and cost, of the machines. When a loom grew to twenty metres wide, required a huge watermill to work and ten people could operate six of them in huge hall the factory was born. This wasn’t the birth of industry, it was the birth of the factory.

We now have factories that are run by robots and produce goods to a specification that could have only been dreamt of by the local Silversmith in there workshop.

That’s the comparison that is being made when we use cottage industry in the office context – high quality factory manufactured goods versus hand-crafted goods produced by an individual, or small team. The inference being that factory manufactured is good and hand-crafted is not so good. But is that comparison helpful, or even fair?

The cottage industries may have shrunk in size, but they haven’t died out, in some areas they are thriving. Why would that be if factory produced items are so much better than those produced in cottages? One of the reasons is that better is a difficult thing to pin down, it depends on the context, and who is measuring. While items produced in factories may be of a high specification that the cottage industry item, the factory process introduces limitations. Factory produced items can be difficult to service – when was the last time you saw someone change a part in a TV? There are limited ways that you can modify a factory produced item, and you normally can’t purchase part of them if that’s all you want. Cottage industries are far more flexible and adaptable. You get to know the person who created it, so have confidence that they can fix/change/modify it if that’s what you want. You can be specific with a hand-crafted item. A factory may be the best way to get 1,000 wheels that are all the same, but it’s not the best way of creating the wheels for a Mars Rover.

There’s also a comparison on scale – the inference is that a cottage industry can only scale so far. Again, is that comparison helpful, or fair? In some ways it is, factories have been able to produce huge volumes of goods at remarkable prices. But it’s also remarkable what a collection of cottage industries can create, much of the Open Source software that we rely upon each day, without knowing it, is produced by small teams of people who are little more than cottage industries. Wikipedia is similar, thousands of individual contributors working away on their corner of knowledge. Imagine a factory trying to produce all of the content Wikipedia? In the right context the cottage industry can scale a very long way.

There’s also a comparison of cost – like value and scale, cost also depends on context. Setting up a factory to produce millions of identical things makes a lot of sense, but you aren’t going to set up a factory to produce a single item, that’s where you go to a cottage industry.

Back to the office and all of the cottage industry projects that are running within most large organisations – good or bad? I think, as we’ve seen, it depends. There are many cottage industries in organisations that should be fostered and encouraged. They are providing value in a way that no factory approach could. Likewise, though, there are many cottage industry projects that are simply duplicates of other cottage industry projects and together they are creating commodity outcomes that a factory would be far better at producing. Where I’ve seen most organisation struggle is that they have no knowledge of the projects being undertaken and no way of assessing the most appropriate response – whether to continue with a cottage industry approach or whether it’s time to bring things together into a factory. Simon Wardley has some things to say about that.

Is it time to stop using the term cottage industry as a negative and to celebrate them a bit more? I think so.

Header Image: The spring flowers in the local woods are blooming.

Office Speak: “Copying In…”

The other week I was writing about how we describe things in a way that is no longer relevant to what actually happens – like being Out-of-Office.

This is another one a bit like that. Do you know why you cc someone in email? Or, even bcc?

  • cc: Carbon Copy
  • bcc: Blind Carbon Copy

Both of which being from the days of paper when you quite literally sent someone a copy of an original created on a carbon copier. It was convention to put the names of the individuals at the bottom of the front page with the letters cc so that everyone knew who had a copy. No one has to go to the effort of finding a carbon copier anymore, we have email for that and adding people to a distribution list is as easy as hitting reply (or forward) and adding in a few extra names. There’s still plenty of carbon involved, but the carbon copier has become redundant.

This post isn’t just about mechanics and names though, it’s also about office practices.

Here’s the scenario:

You send an email to a colleague asking them a question.

The recipient replies to your email and puts at the bottom – or somewhere else in the email, or sometimes it’s the only content of the email – copying in… followed by a few names.

Then, if it’s really not your day, one of the people who have been copied in sends a reply and again states copying in…

Then some time later you get another reply that says copying in…list of name…for information.

(I could go on, but you get the point. The worst case of this I can remember went through eight iterations of copying in… Imagine how many people that was.)

You still haven’t got the answer to the question you asked at the beginning, you have a list of names, but you’re not any nearer knowing whether any of the people who have received a copy can furnish you with an answer.

Actually, you don’t have a list of names, you have several lists of names. Lists that, over time, become so complicated that people start copying in people who have already been copied in.

There are many times when I’m on the receiving end of a copying in… I’m often completely unaware of what I’ve been copied in to. Looking down the chain of the email doesn’t help my understanding of the question being asked or the issue needing consideration.

The very words copying in… provoke a negative emotional response in me. I’m not sure that I fully understand why, but there’s an odour of dread to every copying in…, a scent of collaboration gone wrong and email overload.

As the people involved escalates there’s also a feeling of guilt at the time being wasted as people church through noisy email chains that mostly says copying in

There’s a point at which I want to say: Stop. But I never do, it’s futile, copying in… has taken on a life of its own. Perhaps it’s my issue and I’m trying to control the conversation too much. I should know better, by now, than to use email for such communication, but old habits and all that.

I know people are just trying to be helpful, but I’d rather they weren’t. If they don’t know the answer that’s fine, I have other ways of finding the answer.

Header image: Sunset above the fields near to where I live. We are still in a lockdown that requires us to stay local.

Office Speak: Out-of-Office (OOO) – is it time for a new name?

One of the things that fascinates me is the etymology of words and phrases – where they have come from. Often the current meaning has little connection with the original meaning. Why do we talk about being in the wheelhouse as an example? In technology we also have a kind of visual etymology where we co-opt visual representations from the real world into the screen world. Why do we talk about files, folders and saving as an example? Below the visual representation that’s not really what’s happening. Ever heard the term skeuomorphism?

One of the phrases that we use is out of office. There was a time when this meant what it says, being out of the office. People would phone your office, speak to someone who would say, “I’m sorry but Mr Chastney is out of the office today, can I leave him a message or find someone else to help you.”

That’s no longer what is happening for most of us. We no longer have an office to be out of, so that part doesn’t make sense. Even when we are away from the place where we normally do work, our office, work isn’t stopping just because our physical location has changed. We talk about setting an out-of-office in our email so that people know that we aren’t in work, although, for many, that’s not what they mean either.

The term is no longer really serving it’s purpose, which is to tell people that you aren’t there for them in quite the same way you normally are. I think we need a new set of terms that say what we really mean. How does these sound, I’ve tried to keep it really simple?

  • Unavailable – unavailable.
    • “Don’t bother contacting me I won’t receive it and you aren’t going to get a response.”
    • “I’ve gone on holiday with my family, or friends. I’m confident enough that while I am away things will be fine.”
  • Limited Availability – I’m not as available as normal.
    • “I am in workshops and focused on that. I’ll contact you in a break if I think it’s important.”
    • “I’m travelling so won’t be my screens at all times, and definitely won’t be looking while I’m driving. I’ll get back to you once I have access to my screen.”
    • “I’ve gone on holiday with my family, or friends, but I don’t believe that the world can survive without me.”

It’s a lot simpler than out-of-office or even OOO, don’t you think?

Header image: I decided to go out of the office to get some fresh air and found these snowdrops in the local wood.

Office Speak: “Paradigm Shift”

Sometimes you think you know what something means, and then you look into it and you are no longer sure. You hear someone say something in a context and you are convinced of the meaning, but perhaps the meaning has been defined by the context.

Today’s Office Speak is a favourite term of a mythical group of people known as the Agents of Change (we’ll get to that one another day). These Agents roam the earth calling people to see beyond their day-to-day way of thinking and to make a Paradigm Shift.

a typical example or pattern of something; a pattern or model.
“society’s paradigm of the ‘ideal woman’”

We were gifted the term Paradigm Shift by Thomas Kuhn (1922-1996) who was talking about changes in the basic fundamentals of scientific discipline driving a scientific revolution:

A scientific revolution occurs, according to Kuhn, when scientists encounter anomalies that cannot be explained by the universally accepted paradigm within which scientific progress has thereto been made. The paradigm, in Kuhn’s view, is not simply the current theory, but the entire worldview in which it exists, and all of the implications which come with it. This is based on features of landscape of knowledge that scientists can identify around them.


Our own world views have been impacted by these scientific revolutions. There was a time when people didn’t know that germs existed, imagine the change that they went through once it was understood. It’s not that long ago that DNA was discovered and we are all in the middle of the science revolution that this is enabling. That’s the level of a Paradigm Shift as described by Kuhn – a complete change of worldview.

You may have seen this diagram before, it was used by Kuhn to illustrate that a different perspective can change the meaning:


I’m going to assume that you can all see the two different creatures being shown here?

Let’s return to those Change Agents that patrol the typical office environment requesting a Paradigm Shift here and another one over there. What are they really calling for? Are they calling for a scientific revolution in our day-to-day office existence? Or, as I suspect, are they asking us to squint a bit and look at something in a slightly different way. This tendency to overstate is quite common in Office Speak.

Rather than saying:

“We need a paradigm shift here.”

Perhaps it would be better to say:

“Is there a different way of thinking about this?”

Or even:

“Perhaps we need to look at this a different way.”

It may be that I’m just being a bit too British about this, but it sometimes feel like we call all change a Paradigm Shift when all we’ve really done is moved from one desk to another, or changed from one colour scheme to another. These don’t quite compare to Einsteinian General Relativity do they? Perhaps the Agents of change or rewarded for the number of times that they use it? Or Perhaps it’s just become a lazy way of saying “we need to change what we are doing”?

Header Image: This is the view from Eagle Crag down Borrowdale an a cold but beautiful day in 2019.

Office Speak: “laser-focused”

Where to start on this one? Perhaps context is the thing that’s required and perhaps an (fictitious?) example will start to give that context:

“As a team we are laser-focused on resolving your issue with our service.”


“As an organisation we are laser-focused on delivering to the strategy that we outlined.”

The basic idea being portrayed is that a person or organisation is “focusing” their attention/talent/energy/etc. on a particular issue. The use of the world “laser” is meant to portray a number of sentiments like high-energy, straight, bright, intense and pointed.

If you search for the term laser focused you’ll see that most of the results are focused on maintaining attention:

  • 13 Ways to Develop Laser-Like Focus
  • How to Stay Laser-Focused on Your Goals
  • 3 Strategies That’ll Help You Laser-Focus on (Almost) Anything at Work
  • Why Laser Focus Leads to Success

Focus is clearly a common problem for which we all need 13 ways, 3 strategies, 7 tips and 4 daily rituals 😏, but I’m in danger of loosing focus, so must continue.

As a sentiment statement I kind of understand it, but I have a problem with the metaphor being portrayed – a pinpoint-narrow focus rarely solved anything

The reality is, if you are going to solve an issue it’s rare that a narrow focus is going to get you to an answer. Good answers tend to come from an open attitude. If you are trying to find something in a darkened room it’s more productive to fill the whole room with a small amount of light than to have a very bright light on a small dot.

Focus is what’s required to get anything done, the bit I struggle with is the laser-like-ness of the word picture.

I’ll leave you with a bit of a technical question: can you focus a laser?

Header Image: Today’s image at the top of this post is from the approach to Rossett Pike looking along the Mickleden and Great Langdale Valleys, with the Pike of Stickle to the left of the image.

Office Speak: “I’ll give you 2 minutes back.”

You are sitting on a conference call that thankfully is nearing it’s long and bitter end. It’s the fifth or sixth of the day and your ears are the temperature of the inside of an oven underneath the plastic covers that they’ve had on for the last few hundred minutes. Your bladder has reached volume level 11 and is screaming for some relief. Your head is numb from the diversity of subjects that you’ve had to give your attention to and then the person who has been facilitating your torture for the last 58 minutes says, in a tone which suggests that it’s a special gift:

“We’ve reached the end of our agenda, so I’ll give you 2 minutes back.”

There are many variations of this line which may be 5 minutes, or even 10. It’s rarely more than that because it’s almost unheard of that someone who has booked an hour long meeting successfully expedites departure in 30 minutes. We all know, after all, that meetings generally grow to fill the available space.

There you sit, looking at your gift of a few minutes and think to yourself “what am I supposed to do with that?”

You take a quick trip to the toilet, but that doesn’t take you more than a minute and now you’ve only got a minute, or perhaps two, left. What are you going to do?

You don’t have any emails to look through because that’s what you were doing for much of the last 58 minutes and the few minutes you have aren’t going to make much difference to any backlog anyway.

Perhaps you have enough time to make a drink, but you’ve already had enough coffee and your bladder is still recovering.

There’s no point in trying to progress any of the actions that you’ve picked up in the previous calls because they all require you to think and you’re not capable of that type of thinking at this time in the day.

You haven’t seen any daylight yet so a walk outside would lift your spirits, but there’s barely enough time to get to the front door of the building before you need to be on another call. There’s not even enough time for a nap.

And so, you sit there, wondering what you are supposed to do with this gift that you have been given and watch it walk steadily and slowly out of the room.


Office Speak: Onboarding

The Very Short Version

The act of joining and integrating into an organisation, but also…

The Longer (More Interesting?) Version

There are certain words which I like and others that I don’t. My preference for a word often relates to its feel and aesthetic. I like word which are simple and elegant, onboarding, to me, is neither of these things. I see it as a clumsy overweight word that doesn’t have a straightforward meaning or portray a complete concept. For onboarding this distaste is compounded by my common dislike of flipping a verb into a noun, particularly when the original word in this case was an adjective.

The concept that onboarding is trying to portray is one of someone joining a ship or a plane – getting on board. This concept was at some point in the late 1990s applied to people joining an organisation and thus was born the term onboarding, it was rarely used before then. Wikipedia relates the term to organisational socialisation and in what is quite a long article highlights the various approaches and challenges of onboarding. Whilst I, personally, don’t like the word it makes sense in this context and highlights an important challenge that many organisations experience as people join them and try to become productive. Onboarding as, if nothing else, easier to say than organisational socialisation.

This is where, for me, the more significant problem arises – term expansion and subsequent degradation. Sometimes it feels like every act of implementation or change has become onboarding:

“I’m just onboarding this application”

“Next week we will onboard our new facilities”

“We are in the process of onboarding several updated processes”

“We are looking forward to onboarding our new customer”

“The new cat is part way through the onboarding activities”

None of these are organisational socialisation, apart from, perhaps, the cat.

This is what happens in the modern world of corporate speak, people leap into using a term that they perceive everyone else is using without understanding its origin or original meaning. This leads to expansion of the term’s meaning and a degradation of its value. Eventually the meaning is so diverse that another term gets picked and the cycle continues.

We don’t appear to have reached peak onboarding yet, if the Google search trends are anything to go by, but I suspect that we will have found a replacement for it in the next few years. I wonder what the replacement will be?

Office Speak: The Tracker

The Very Short Version

A tracker is a list: Normally it’s a list of activities that need to be tracked and is often created in Microsoft Excel.

The Longer (More Interesting?) Version

A tracker is a list which is commonly a list of activities that someone has decided to put together for their own purposes which has sometimes been created from a template. The common purpose of a tracker is to place responsibility on other people for completion of the activities within it. The infection mechanism for trackers is simple, only requiring an individuals name or initials to be added to a line in a tracker at some point. Once added the individual is permanently infected by the tracker with limited chance of rehabilitation. Individuals do not need to be present to become infected.

Trackers are reproducing organisms that can multiply into plague inducing swarms if hygiene activities are not undertaken. There can be multiple trackers for each activity and multiple activities within a tracker, there are even organisations with trackers that track the number of trackers. Each tracker is commonly associated with a progress meeting which will require all of the infected members to attend for the entirety of the meeting even though they may only have limited exposure to the disease. A single record on a tracker is enough to mandate attendance at the progress meeting, some trackers have several hundred records associated with them and the expectation is that every line in the tracker is being worked on.

The common tracker is also likely to morph from a simple organism into a complex mind-bending organism that confuse everyone apart from the creator of the tracker. The scope of a tracker is one of it’s primary morphing mechanisms, the scope is rarely limited which allows it to grow and shrink at any time.

The primary infection source for trackers is Microsoft Excel which, when combined with email can achieve impressive rates of disease amongst the standard workforce. This form of contagion is extremely difficult to monitor as it slips unseen into the normal operation of many businesses through the standard communication mechanisms. The multiplication effect of email communicated trackers produces a significant increase in repetitive data being sent across these mechanisms whilst at the same time making the creation of a comprehensive view of the works required almost impossible. The lack of a comprehensive view of activities is commonly managed through the use of another tracker.

Trackers are non-exclusive infectors with workers experiencing the combined effects from exposure to multiple trackers. The nature of these symptoms differ between the trackers with each tracker having morphed slightly from its previous incarnation and trackers themselves having no defined structure, other than being based on a list. Individuals with multiple tracker infections will be expected to attend the progress meeting for each infection, even if the infection relates to a single activity being undertaken.

One effect of trackers is to make people colour-blind, this has been concluded from a multi-year review of the contents of trackers and the formatting of the cells within these trackers. Particular favourites are red text-on-blue background and yellow text-on-green background.

It is very rare for a tracker to die, they nearly always become dormant before they can be completed. They then lie dormant until someone, generally the person who created them, revives them and reinvigorates the infection for the people named within the tracker.

Some trackers are able to slip under the attention radar and possess cloaking capabilities. If an individual has not noticed an infection by a particular tracker they are liable to be embarrassed in a progress meeting. If you are invited to a progress meeting it is likely that you have been infected even though that infection may not be evident.  Trackers do not actively alert those that have been infected, the disease lies cloaked until a meeting.

Other, more effective, mechanisms for tracking activity do exist and can be successfully deployed as a vaccine, but these are only partially successful and rarely eradicate the tracker infestation completely. This does not mean that attempts to do so are without merit because deployment of alternative mechanisms will allow workers to be effective in the parts of their life where the tracker has been eliminated.

I’d love to hear about your experiences with tracker infections, I am considering the creation of a support group for those impacted and would like to know whether you would be interested in attending. I will, of course, create a tracker for this.

Office Speak: Super Excited

This may be a common term in other cultures, but I’m British and being excited about anything is something that we only attach to major family events. We find it somewhat baffling when we walk into a business meeting and the people in there tell us that they are super excited to be together.

It’s probably a stretch for most Brits to say that they are excited about a birthday, even a major birthday wouldn’t count as super excited.

The birth of a new child counts as excited. I’m not sure what would need to happen for someone to be super excited about a new birth? Perhaps a couple who have struggled to conceive would make it to super excited when a much desired offspring is born.

So what is it about a routine meeting in a grey room with limited air conditioning and a 1000 bullet point PowerPoint presentation that would make someone super excited?

I was recently given a mug that says:

Meetings: The place we discuss all the things which must happen but will never actually happen.

It doesn’t sound very exciting to me.

The various dictionary definitions of excited talk about being emotionally aroused, something I would expect to see in abundance in the people that tell me they are super excited. Emotional arousal is rarely something I see in the business context, perhaps I’m not as empathetic as I think I am, but I think I ought to be able to see super emotional arousal.

All that I can conclude is that this is Office Speak. It’s no longer good enough to say that you are pleased to be in a meeting, or even excited to be in a meeting, the constant ratcheting up of Office Speak means that people now need to be super excited. Ah well, that’s the way it goes, I wonder what will follow; colossally excited, gigantically excited or perhaps we’ll choose a different word to excited, orgasmic?

Off now to be super excited about a cup of tea.

Office Speak: “Agile with a capital ‘A'” and “agile with a small ‘a'”

We have a way of co-opting words into office speak. The latest for many people in the technology arena is agile.

The word agile means:

able to move quickly and easily.

Something that many organisations aspire to do. They want to move more quickly and without it being so hard to do. In our office speak this has become known as “agile with a small ‘a'”.

This word has then been co-opted by a methodology that was birthed in the software development arena, but is becoming more widely used outside that arena. In our office speak this has become known as “Agile with a capital ‘A'”.

We need to differentiate as we speak so that we know which meaning is being used. It’s easy in written text, but as we speak we have no way of differentiating and sentences can have a very different meaning depending on which is being used:

“My customer wants to be more agile.”

Meaning: customer want to be able to move more quickly and stop taking so long to do anything.

“My customer wants to be more Agile.”

Meaning: customer wants to do a better job of adopting the principle of the Agile Manifesto.

This is where it gets fun, because one of the ways a customer may become more agile is by adopting Agile. Which is easy to understand written down, but when you are speaking you need to say:

one of the ways a customer may become more agile with a small ‘a’  is by adopting Agile with a capital ‘A’.

That’s clear isn’t it?

But it doesn’t stop there. There’s also lean and Lean and sometimes Lean and Agile are used together to help organisations to become more lean and agile 🙂

There’s more, don’t forget about safe and SAFe, waterfall and Waterfall, word and Word, workplace and Workplace, need I go on?

I’m off now to write a few words into a Word document for an organisation that has a nice workplace next to a waterfall about how they may communicate using Workplace as they move away from Waterfall toward Lean and Agile, because they aspire to become more lean and agile 🙂

Office Speak: Industrialise (Industrialisation)

Sometimes words take on a meaning within a subculture that is different to the meaning in the general population.

Industrialise has a widely used meaning.

I live in the UK which is an industrialised nation, arguable it’s a post industrial country, but either way the meaning is the same and it’s the dictionary meaning:

Industrialise: develop industries in (a country or region) on a wide scale.

This meaning of the word is widely used and understandable.

To Industrialise is the process of creating Industry, the noun from which we get the verb is industry.

That’s not what it means in my Office Speak subculture 🙂

In Office Speak Industrialise is used for the process of taking something that is being developed through the various organisational processes that will allow it to be built in a repeatable way.

We need to industrialise the process for shoe lace tying.

We need to industrialise the way that we support light-sabre maker XI.

In my particular sector this use of the word feels like an overstatement. When you think about repeat-ability in the context of a word like industrialisation your perhaps imagining  run-rates like those of a car manufacturer or a mobile phone manufacturer – hundreds of thousands and millions of units. In our context you’d be completely wrong. I work in a segment of the IT business where repeating something a few thousands times would be regarded as a large run, doing something in the tens of thousands being massive.

So why do we use the word? I’m not sure I know, but I suspect it’s got something to do with one of the ways in which we use the word industrial. When we talk about something having an industrial design we tend to mean that it is robust, sturdy, reliable, those kind of a things. In that context industrial is the noun that we then turn into a verb to create the word industrialise, by which I think we mean something like:

Industrialise: To make robust, sturdy, reliable.

Repeat-ability is another, but smaller, part of the meaning.

I’ve always been fascinated by the genesis of words and their meaning in subcultures. Many businesses have a subculture of words that take on specific meanings within that organisation. In my own particular organisations we have existing words that take on new meanings, like industrialise, we have specific words that take on meanings for which there is already a commonly used word, we even have completely new words with new meanings. That’s the joy of communicating, you never quite know what you are saying.

Office Speak: Skate to where the puck is going to be

Imagine that you are sitting in your team meeting and you are in mid flow pontificating about your favourite subject, but you have a problem, you know that at the end of this sentence you have nothing left to say. There’s a real danger that you are going to fall off the cliff and into a dark void of silence. You need something to say and you need it soon. Fortunately you have a stock of cliches ready for this very occasion. Which one will you use? Which of the many are you going to leap to? Are any of them appropriate to this meeting? You flash through the memory cards in your head and settle on an old favourite:

“We need to skate to where the puck is going to be.”

And with that you conclude.

The team nod in agreement as your timely words, everyone apart from the young graduate who has just joined the team. She looks at you blankly:

“I’m sorry, but what does that mean.”

You open your mouth to explain and then realise that you don’t have a sensible explanation. You’ve used this term so many times before, but you’ve never really thought about what it really means, you can’t even remember where you first heard it. You’ve heard it used so many times that it’s become embedded in your psyche.

The reality is, this cliche is a quote:

I skate to where the puck is going to be, not where it has been.

Wayne Gretzky

As you may have already guessed, it’s an ice hockey reference. Wayne Gretsky was apparently quite good at it, not that I would know, I’m trusting Wikipedia.

The basic idea of the quote is that if you are going to intercept a puck your only hope is to go to where it is going to be by the time you get there. There’s no point in trying to intercept it by going to where it has already been.

The term is regularly used in the technology arena to describe the plans of organisations and their latest innovations. Steve Jobs used the term to describe the approach at Apple:

“There’s an old Wayne Gretzky quote that I love. I skate to where the puck is going to be, not to where it has been. And we’ve always tried to do that at Apple.”

Quotes from Steve Jobs tend to hit management-speak over-use in no time at all. Every manager dreams of being Steve Jobs after all.

How often the term is relevant in day-to-day business is debatable. There are times when it is very appropriate, but all too often it’s just being used as a filler and not got any authentic meaning.

The blog was brought to you by the word “puck” and the letter “w”.