Catalin Costea

“Ask the right questions, and you’ll get the right answers!” We’ve all heard this one, usually from someone who’s never had to assemble IKEA furniture with missing instructions, asking your girlfriend, “Where does this fit?” only to get a shrug in response. In business and life, good questions are like the secret algorithm for curiosity and problem-solving. Think about it: someone once asked, “What if we combined a phone with a camera?” and voilà, the smartphone was born. In personal development, questions like “What are my core values?” can help us justify our daily self-improvement apps.

But let’s be real: the idea that the right questions always lead to the right answers is about as straightforward as debugging code. Context and timing matter—asking “How can we cut costs?” during a growth phase is like launching a new app feature without user testing. Interpretation and perspective also play huge roles; it’s like asking a team, “What’s our next big project?” and ending up with ideas ranging from AI-powered toasters to blockchain for dog walkers.

Sometimes, the right answers are just playing hard to get. Scientists might ask, “What is the exact mechanism of this disease?” but without the right data, they’re left with more theories than a sci-fi convention. And some questions are so complex they make your brain hurt, like “How do we achieve sustainable growth?” or “Why do we still use fax machines in 2024?”

Additionally, some questions that seem to make sense on the surface might actually be nonsensical. For example, asking “What was before the Big Bang?” sounds logical but doesn’t hold up because the concept of “before” requires time to exist, and time itself started with the Big Bang. Thus, some questions are structured in a way that they don’t align with the fundamental principles they are trying to explore.

Asking the right questions is a powerful tool, but it’s not a guaranteed path to the right answers. The journey from question to answer is fraught with complexities and uncertainties. Recognizing these nuances and staying flexible might improve our chances, but there’s no certainty that even the best questions will always lead us to the definitive answers we seek. So, keep asking, keep exploring, and if all else fails, just run a search query.

In a world obsessed with governance, procedures, or templates, there lies a simple yet profound truth – true greatness is born from allowing exceptional individuals the freedom to shine in their unique ways. The conventional recipe for success often involves tightly structured governance models and well-defined procedures. However, let’s challenge this conventional wisdom and dare to imagine a world where we liberate human potential from the shackles of rigidity.

Picture this: assembling the perfect team for a task and empowering them with the right tools and resources. No stifling rules, no rigid procedures, just unbridled creativity guided by a collective vision. It sounds idealistic, right? Yet, logic stands firmly by this approach. How can a standardized procedure or template predict the best approach better than the individuals best suited for the task at hand?

While this approach may appear too idealistic for some, it’s worth considering the fundamental logic behind it. The essence is simple – trust the experts, offer them the necessary tools, and let them work their magic. Yet, the reality often falls short of this ideal. Profit-driven organizations frequently opt for a different path, breaking down processes into rigid procedures for cost efficiency. The result? Good becomes the enemy of great as companies prioritize profits over superior outcomes.

The unfortunate truth is that many organizations are not in pursuit of the best people to do the best job. Despite the leaps and bounds in industrial and digital revolutions, our society remains entangled in the notion of repetitive tasks. We cling to the age-old approach of finding a solution that worked once and imposing it universally, regardless of individual needs or specific requirements. Even when the shoe doesn’t fit, we try to make it fit, patching up discrepancies with makeshift solutions and an elaborate support infrastructure.

Breaking free from this conformity is the challenge that beckons us. It’s about recognizing that greatness emerges from tailored, expert-driven approaches rather than rigid, standardized ones. It’s acknowledging that true innovation arises when we unleash the brilliance of individuals and equip them with the tools they need, without unnecessary constraints.

So, as we navigate the complexities of the modern world, let us question the established norms and dare to prioritize expertise and individual brilliance. In doing so, we pave the way for a future where exceptional individuals can unfurl their wings and deliver outcomes that transcend the boundaries of conventionality.

In a world that often glorifies good enough, it’s crucial to distinguish between falling into the trap of settling for mediocrity disguised as success, the pursuit of absolute perfection, and striving excellence.

The pursuit of average often stems from complacency of mediocracy – a fear of the struggle to become great, a fear of criticism, a fear of failure. However, this fear-driven pursuit can inadvertently lead to wasted time, missed opportunities, and ultimately, subpar results.

On the other end of the spectrum, the pursuit of absolute perfection may cause us to endlessly refine and tweak our projects, products, or work, often well past the point of diminishing returns. It’s akin to an artist who keeps adding brush strokes to a painting, not realizing that the masterpiece was achieved several strokes ago.

Striving for greatness, is an entirely different approach. It’s about setting high standards, pushing boundaries, and focusing on delivering exceptional value. Greatness doesn’t imply being good enough nor flawlessness; it implies surpassing expectations and making a meaningful impact. It’s a continuous journey of improvement, adaptation, and evolution.

Setting realistic, achievable goals is a critical aspect of this journey. When we settle for low expectations, we inadvertently limit our potential. Mediocre goals often lead to mediocre outcomes. If we aim for perfect, we might never reach it.

Striking the right balance is key. It’s essential to set ambitious goals while acknowledging that perfection is a mirage. Progress and growth occur through action, feedback, and iteration. It’s about launching products or completing projects, gathering insights, and continuously improving based on the invaluable feedback received.

The pursuit of greatness is a journey fueled by ambition, continuous improvement, and the courage to take risks. Setting the right goals, being mindful of perfectionism’s pitfalls, and understanding that imperfections are part of the process allows us to move beyond good enough and create lasting, meaningful, and exceptional outcomes. Remember, it’s not about being good enough or perfect – it’s about being better, always.

In the pursuit of knowledge and understanding, Newton’s words remind us that progress and enlightenment are built upon the foundations laid by those who came before us. A few concepts I found to be extremely useful from the intellectual legacy of others are Occam’s Razor, Utilitarianism, and Arrival Fallacy.

Occam’s Razor posits that when faced with multiple explanations for a phenomenon, the simplest one is usually the most accurate. It encourages us to prefer simplicity and elegance in our reasoning, reducing unnecessary complexity and assumptions.

Seek solutions that are straightforward and clear, avoiding unnecessary complications that might hinder our understanding of the underlying issues.

Utilitarianism encourages us to evaluate actions based on their consequences, analyzing situations with a broader view, and understanding how our choices can influence others. It provides us with a framework to weigh decisions and understand the impact on society as a whole.

Aim to achieve the greatest good for the greatest number of people.

The Arrival Fallacy is a cognitive bias that revolves around the misconception that achieving a specific goal or reaching a certain milestone will lead to lasting happiness and fulfillment. The fallacy suggests that our expectations of future satisfaction often prove to be illusory once the anticipated event or achievement is realized.

Appreciate the journey and process rather than fixating solely on the endpoint. Value the progress, growth, and learning experienced along the way.

Let’s dive headfirst into the marvelous world of explaining the unexplainable using more of the unexplainable. And to drive the point through, we’re talking about the paradoxical wonderland of “Quantum Consciousness.”

Conventional wisdom would dictate that explaining an elusive concept with the help of another equally elusive concept would strengthen your argument, “right”? But, hold your horses, because we’re about to embark on a mind-bending expedition that defies all logic and coherence!

Picture this: Quantum mechanics, a realm where particles can be in two states at once, and their behavior changes merely because we observed them. Fascinating, isn’t it? Now, let’s take this mind-boggling concept and sprinkle it generously over consciousness. Voilà! We have Quantum Consciousness, a concept as elusive as a mirage in the desert.

Explaining something as abstract as consciousness using a field of science that perplexes even the most brilliant minds might seem like a stroke of genius, or maybe not. It’s like trying to solve a mystery with an even bigger mystery. As they say, “When in doubt, introduce quantum mechanics.”

But wait, there’s more! The beauty of quantum consciousness lies in its ambiguity. It’s the perfect excuse to be vague and mystifying while sounding incredibly profound. Throw in terms like “wave function collapse” and “entanglement,” and watch as people nod their heads, too afraid to admit they have no clue what’s going on.

In the grand dance of explaining the unexplainable, we mustn’t forget the joy of obfuscation. Why make things clear and understandable when you can cloud them in an enigma wrapped in a mystery?

So, the next time you find yourself struggling to explain a perplexing concept, remember the golden rule: when in doubt, make it more perplexing! Because in the realm of quantum consciousness, confusion reigns supreme, and coherence is but a distant dream.

Or, maybe, just for once, use simple terms and a language that everyone can understand. Make it so simple that a 5 years old would be able to understand it. To master a subject is to be able to explain it with the most basic of terms. No fancy terms and head scratching concepts we barely grasp.

The conventional model of resource allocation operates on the principle of penalizing efficiency. Teams and departments are pushed to spend their allocated budgets entirely, fearing that underspending might lead to a reduced budget in subsequent periods. Utilizing all allocated resources becomes essential to justify future resource budgeting. Consequently, the focus shifts from optimizing resource usage to utilizing resources for the sake of utilization.

This flawed incentive structure detrimentally impacts organizational efficiency. Resources are often misallocated or used inefficiently to avoid the perception of underspending. This results in missed opportunities for investments in innovative projects, employee development, or technology upgrades that could have significantly benefitted the organization.

The compulsion to exhaust resources fosters wasteful practices, contributing to unnecessary consumption and waste generation. This has dire consequences for the environment, leading to a greater ecological footprint for organizations. This wasteful cycle perpetuates unsustainable practices, further exacerbating environmental concerns.

For employees striving to be resource-efficient and innovative, the broken resource consumption model can be demoralizing. When their efforts to save resources are perceived negatively due to fears of budget cuts, it can create frustration and demotivation. In the long run, this may lead to employee disengagement and a decline in overall productivity.

Implement a model where resource allocation is based on performance and efficiency rather than utilization alone. Evaluate and reward teams based on the impact they create with the resources they have, fostering a culture of responsible consumption and innovation.

Provide flexibility within budget allocations, allowing for reallocation of unused resources to more pressing needs or future strategic initiatives. This encourages prudent resource management and discourages unnecessary spending.

Offer training and education to teams on efficient resource management. Encourage them to find innovative ways to achieve goals, fostering a mindset of frugality and creativity.

Increase your budget allocation for teams that successfully achieve their objectives without depleting their funds. Incentivize efficiency and strategic resource management, promoting a culture of productivity.

With the rise of agile a lot of companies, teams and individuals have been using it as an excuse for their lack of vision and strategy. But isn’t that the whole beauty of agile? You focus on your sprint, deliver and demo, get feedback and repeat. Why bother with strategic thinking, long term planning or delivery roadmaps when you can simply look at what’s in front of you right now and get busy?

Just think how agile would have looked 100 years ago if you would have been a startup or whatever startups where called back then. Probably most of your feedback would have been: “I want a faster horse”, “Make the radio sound quality better”, “Can I have a longer phone cord?”.

Getting feedback and ensuring you are providing value to your customers is great, but innovation and radical changes rarely happen this way. While I enjoy how agile makes it easy to have incremental progress and make adjustments as you deliver in an iterative way, every step needs to be carefully planned in the right direction.

The truth is agile requires more strategy, not less in order to be truly successful. It’s way easier to get lost when you don’t know where you’re going. It is way easier to lose sight of the end goal when you only focus on your next step. It’s way easier to quit and not put the necessary effort in to push through The Dip when there is no end goal in sight.

A journey of a thousand miles begins with a single step, but it’s really useful to have a look at the map and ensure you’re making it in the right direction.

For the majority of human history, people have worked face-to-face in close-knit communities, tribes, villages, factories, and offices. The concept of remote work is a relatively recent phenomenon, enabled by the technological advances of the last few decades and with its first major, worldwide experiment taking place during the Covid-19 crisis. In the aftermath of the pandemic, remote work became the norm for countless organizations. Yet, as the dust settles, some companies find themselves grappling with a sense of disillusionment.

As we reflect on the post-pandemic landscape, a curious trend emerges. Some companies have begun to push back against remote work, citing it as the main culprit for their organizational problems. CEOs and leaders who believe that the challenges their companies face are solely due to remote work keep making statements left and right. However, this perspective often stems from a lack of understanding or a misguided assessment of the situation – their perspective fails to grasp the true complexities at play.

Remote work has simply brought the underlying problems to the forefront, magnifying their impact on productivity and efficiency. Rather than dismissing remote work as the primary culprit, it is crucial to conduct a comprehensive assessment of the organizational structure, culture, and processes to address the root causes of these challenges.

To overcome the productivity hurdles, companies must first re-evaluate their recruitment practices. In fact, many of these companies have unwittingly contributed to their own struggles by overrecruiting and maintaining an oversized workforce – hording employees because “it’s hard to attract talent” – directly impacting productivity.

It is imperative to prioritize quality over quantity when bringing new employees on board. Rather than focusing solely on attracting talent, organizations should strive to attract the right talent – individuals who align with the company’s values, possess the necessary skills, and thrive in a remote work environment. By adopting a targeted and discerning approach to recruitment, businesses can foster a more agile and efficient workforce. The physical work environment has changed, and it is essential to adapt recruitment practices to identify the qualities of candidates who can thrive in a remote work setting. By focusing on the right attributes, companies can build a diverse and talented virtual workforce that exceeds expectations.

Similarly, training programs must also evolve to meet the needs of remote workers. Relying solely on the old in-office training methods and assumptions hampers the growth and development of remote teams. Companies must invest in remote-specific training programs that equip employees with the necessary skills and resources to excel in a virtual work environment. By nurturing their remote workforce through targeted training, organizations can unleash the full potential of their employees and foster a culture of continuous improvement.

Contrary to popular belief, productivity and creativity are not location-specific. The ability to produce exceptional work and generate innovative ideas is not contingent on physical proximity to colleagues or a central office. By shifting the focus from blaming the lack of presence in the physical workplace companies can cultivate a culture that values results rather than mere presence.

Forward-thinking companies recognize that by embracing fully remote opportunities, they gain access to a vast pool of talented individuals from around the world. Remote work enables organizations to tap into a global talent market and recruit the best, most productive, and most creative resources available. By removing geographic constraints, companies can foster diversity, promote inclusion, and leverage the collective expertise of individuals who might otherwise be overlooked.

In conclusion, the challenges faced by organizations today are not the result of remote work but rather pre-existing issues that have been amplified by the shift to virtual environments. To thrive in this new era, businesses must adapt their recruitment and training strategies to identify and nurture the right qualities in remote workers. Recognizing that productivity and creativity transcend physical locations, companies that embrace fully remote opportunities open themselves up to a wealth of talent and position themselves for success in the digital age. The future of work is remote, and those who fail to acknowledge this reality risk missing out on the most valuable resource of all: human potential.

P.S. It’s possible that some or all of this text was generated by ChatGPT.

I have been working on this article for some time, but this last part is how ChatGPT decided to process the latest moral outraged by a beloved CEO. If any fanboys feel offended in any way, please take it up with OpenAI.

The starting points were the remarks – transcribed the best possible due to the free speech nature of the interview.

“It’s like, really, you’re going to work from home and you’re going to make everyone else who made your car come work in the factory? You’re going to make the people who make your food that gets delivered, that they can’t work from home? The people that fix your house, they can’t work from home? But, you can!? Does that seem morally right? That’s messed up! It’s a productivity issue but it’s also a moral issue. People should get down the goddamned moral high horse with their work from home bullshit because their asking everyone else to  not work from home while they do. The laptop class in living in la la land! It’s messed up that you have to go to work and you don’t. I don’t think that’s just a productivity issues, I think it’s morally wrong.”

Ah, the lamentations of those burdened by the moral dilemma of the laptop class! How noble it is to single-handedly uncover the grand conspiracy behind remote work. Let’s dive into this satirical exploration, shall we?

First and foremost, dear moral crusader, let me enlighten you. The laptop class isn’t some omnipotent force that compels others to work in physical locations. It’s not as if they gather around, twirling their moustaches, and decreeing, “Thou shalt toil in factories while we luxuriate at home!” No, it’s simply the nature of their jobs that allows for remote work. Shocking, I know!

And yes, let’s not forget your brilliant observation: there aren’t just two classes in the world. It’s not a riveting battle between the laptop class and the rest. There are countless professions and industries, each with their own peculiarities. It’s almost as if the world isn’t so conveniently divided into neat little categories. Who would have thought?

Now, here’s a mind-bending proposition for you: should we make all billionaires poor to achieve some twisted sense of moral equality? Oh, the poetic justice! Let’s strip them of their wealth, prestige, and influence, so that everyone can revel in the mediocrity of poverty. Surely, that will solve all our moral conundrums!

Oh, the irony! Should we all revert to the worst possible conditions just because someone, somewhere, has to endure them? Let’s dim the lights, turn back the clock, and revel in the glorious suffering of the past. After all, equality can only be achieved when everyone is equally miserable, right?

In conclusion, picture this: a highly infatuated individual perched atop their tall ivory tower, gazing down upon the masses. They point their finger, chastising those on their high horses, demanding they dismount. “Get down!” they exclaim, with a self-proclaimed righteousness that only they possess. Oh, the irony of the self-appointed moral authorities!

Let’s embrace a touch of sanity, my dear readers. Instead of engaging in this absurd moral one-upmanship, let’s strive for a society that values diverse work arrangements, respects individual choices, and works towards fairness and compassion. So, saddle up your high horse or your laptop, whichever you prefer, and let’s strive for a world where judgment and moral grandstanding take a backseat to understanding and empathy.

Artificial intelligence, or AI, is everywhere these days. From self-driving cars to virtual assistants, from predictive analytics to image recognition, AI is undoubtedly one of the hottest topics in the tech industry. However, as with any hype, it’s easy to get caught up in the excitement and forget about the actual value that AI can bring.

It seems like every day we hear about new AI projects, products, and services that promise to revolutionize the world. But the reality is that many of these projects are nothing more than buzzwords and marketing tactics. Companies and individuals alike are jumping on the AI bandwagon, using the term to promote their projects in ways that often have little to do with actual AI.

The truth is that not every project needs AI to be successful, and not every AI project is actually valuable. AI can be a powerful tool, but it’s not a magic solution to every problem. The key is to understand when and where AI can be useful, and when it’s just being used for show.

Let’s take the example of a new mobile app that claims to use AI to help users find the best restaurants in their area. On the surface, this sounds like a great idea – who wouldn’t want a smart app that can help them discover hidden culinary gems? But when you dig a little deeper, you might find that the AI component of the app is actually quite minimal. Maybe it just uses some basic algorithms to analyze user reviews and ratings, or perhaps it relies on a pre-defined set of criteria to determine what makes a good restaurant. In other words, the app may be using AI as a buzzword to make itself seem more impressive than it really is.

The danger of this kind of AI hype is that it can distract from the actual value that a project offers. If a company spends too much time touting the AI aspects of their product, they may lose sight of what really matters – whether people actually find the product useful. After all, the ultimate measure of success for any product is whether people are willing to use it and pay for it. And in many cases, people don’t really care whether a product uses AI or not – they just want something that works well and solves a problem they have.

So instead of focusing solely on AI hype, companies and individuals should be more focused on creating products that people actually want and need. This means taking a more holistic approach to product development, focusing on user needs and preferences, and testing and iterating until you’ve created something that people can’t live without. If AI happens to be a useful component of your product, great – but it shouldn’t be the focus of your marketing or development efforts.

In conclusion, AI is an exciting and powerful technology, but it’s not a magic solution to every problem. Companies and individuals should be cautious about jumping on the AI bandwagon and using the term to promote projects that don’t actually have much to do with AI. Instead, the focus should be on creating products that solve real problems for real people. So the next time you’re tempted to use the word “AI” 100 times in your presentation or promotional material, ask yourself whether you’d rather have 100 people who say they can’t live without your product.

P.S. It’s possible that some or all of this text was generated by ChatGPT.

The human brain is a complex organ capable of processing vast amounts of information in non-linear ways. Yet, many project management methodologies still adhere to a linear way of thinking. To be successful in the future, project management needs to adapt to our non-linear way of thinking, embrace self-organizing teams, and utilize flexible methodologies.

Non-linear thinking is a hallmark of human creativity. Our brains are wired to make connections between seemingly unrelated ideas and come up with novel solutions. Research shows that non-linear thinking can enhance creativity and innovation. Therefore, it’s essential to embrace non-linear thinking to drive project success in the future.

Strictly adhering to a single project management methodology can stifle creativity and innovation. For instance, the traditional Waterfall model is a highly rigid methodology that can lead to decreased creativity and slow adaptation to changes. Even agile methodologies, which are designed to be more iterative and adaptable, are still based on a linear process. Combining different methodologies and tools can lead to customized approaches that work best for particular teams and projects.

Self-organizing teams are a crucial element of modern project management. Research shows that self-organizing teams are more effective and efficient than traditional, hierarchical teams. By empowering team members to make decisions based on their expertise, project managers can foster a more collaborative and communicative team environment, leading to faster decision-making and improved team performance.

Looking ahead, the future of project management will require a more holistic approach that integrates technology, creativity, and human connection. The rise of virtual collaboration tools and remote work is creating new opportunities for project management to thrive. The human factor, including emotional intelligence and empathy, will become increasingly important in managing teams and stakeholders.

In conclusion, to be successful in the future of project management, we need to embrace non-linear thinking, self-organizing teams, and flexible methodologies. By doing so, we can tap into the full… potential of “Why did the project manager cross the road? To get to the other milestone!”