ceo study

Can we just talk about the implications of these two scenes for a second??

Like, when we last left Oliver and Felicity in 2x23, they were more or less both playing it like the “I love you” was 100% to fool Slade. 

Yet by 3x01…

  • “Like an actual date?” To me, this means they’d had interactions that probably resembled pseudo-dates but were never officially called dates because Oliver was being awkward/weird. 

  • “Stop dangling maybes!” The only other “dangled maybe” we were privy to was the 2x23 I love you. But its also very possible Oliver spent hiatus giving off enough romantic signals for Felicity to be annoyed by yet another “dangled maybe.”

  • “Say you never loved me.” So basically Felicity had 100% figured out that Oliver had really fallen in love with her and fooling Slade had nothing to do with it. And she was so confident in it, she had the balls to say it out loud. No hesitation. No “maybe I’m reading into things that aren’t there”. No. HE loves her. And SHE knows it. 


The 2.5 comics showed they were having regular CEO-for-dummies study dates and that Oliver had admitted to Roy that he had feelings for Felicity. 


In my head, those “study dates” became less and less like studying and more and more like dates they didn’t want to admit were dates. Like maybe one night they just got hungry while studying and ordered food. And then eventually that became a regular thing. Takeout and studying at Felicity’s apartment. Except that while they were eating, they weren’t actually studying, they were just…. talking….about anything and everything to a point where “studying” literally just became the excuse Oliver was comfortable with giving for why he wanted to spend time with Felicity every night.  

Need proof?

“We’ve already exhausted every topic one would normally talk about on a first date, and a second date, and a third date, and every date actually.” -Felicity, 3x01

But at no point did either of them refer to these nightly sessions as dates even though they WERE basically dating. Meanwhile Roy and Diggle were gossiping about it and taking bets on when they’d actually make it official.
jesse belle chambers <3
  • she has a wonder woman t-shirt AND multiple scrapbooks with wonder woman’s pictures plastered all over them. in other words, she has a massive crush on wonder woman confirmed 
  • she can run in high heels somehow (i.e she’s magic) 
  • she sometimes runs with her eyes closed?

(please don’t try that at home, kids) 

  • she can do this

  • she’s strong enough to be able to drag a car with 3 passengers along with her at superspeed
  • she once went and outright KIDNAPPED people because she really wanted a meeting with them and they kept cancelling ajskjsksjksjsk 
  • during the period of time in which she was the ceo of quickstart [while studying for her masters and then her doctorate and being a superhero at the same time gee willikers], she was the only speedster with a day job 
  • i love her 
Connecting with the connected generation

The new 2012 IBM Global Student Study clearly demonstrates that college and university students have important capabilities to bring to organizations seeking skills in today’s highly connected world. To benefit from this generation’s wealth of native expertise in social media, however, CEOs will need to clarify their leadership goals and commitments.

All customers, students included, want to be understood and appreciated when they interact with organizations. That said, students have yet to understand the level of commitment it takes to drive “customer obsession” into business strategy and operations. Among CEOs, according to the IBM Gobal CEO Study, customer obsession is the top-rated characteristic (out of 13) for their own success. Among students, on the other hand, it ranked seventh.

Using this insight, CEOs who successfully communicate to millennials their overriding focus on customers are in the best position to elicit their enthusiasm for generating and implementing new ideas for smarter commerce. This includes the use of social business for incorporating everything from smarter marketing and customer service to a smarter workforce to a smarter supply chain.

Converging expectations

Digital connections already play a major role in students’ lives. Because of social media –

  • 61% of students are more aware of global issues
  • 47% have a greater voice in society
  • 40% engage more fully  in real-life activities

At the same time, contrary to popular assumptions, students generally incorporate a balanced view of social media in their lives: only 12 percent say social media relationships have more personal meaning than real-world ones.

Organizations, too, of course, are taking a digital path to social engagement. Currently, 56 percent of CEOs see digital channels as important to customer interaction compared to 70 percent of students. Yet 84 percent of CEOs as well as students predict that over the next few years these digital channels will be important for customer interaction.

Overall, students and CEOs see eye to eye on many aspects of business and are strongly oriented toward collaboration, creativity and innovation.

While many expectations converge, it’s important to take note of the sensibilities that differ.

  • Among students, increasing social and environmental responsibility ranks third in importance out of five changes needed to meet customer expectations; among CEOs it ranked last.
  • Among students, devotion to environmental and social issues ranks fifth of 13 characteristics needed for CEO success, among CEOs themselves it ranks last.
  • Among students  work-life balance ranks third; among CEOs it ranks seventh of 13 workplace attributes.

Organizations seeking to connect with the connected generation will need to take into account, and, where appropriate, take action to meet these social and personal values. 

Download the full Student Study here.

Who is Yannis Varoufakis?

Yannis Varoufakis is an economics academic, writer and blogger. He is also, as of today, Greece’s new finance minister.

What does this have to do with video games?

I’m glad you asked!

Before his new post as Greece’s finance minister, Varoufakis spent some time in 2012 as the economist-in-residence at Valve. You know, makers of the Steam platform, the Half-Life tril–er, series, Team Fortress 2 and DOTA 2.

After his work studying the European debt crisis of 2009, he was approached, in an email from Valve CEO Gabe Newell, to study the virtual economies of Steam and some of Valve’s games that had virtual economies. He was intrigued but not sold, and even confesses he had not played a video since Space Invaders at University.

After a visit to Valve in Seattle however, he was sold. As he wrote in his first blog post for Valve:

Valve’s digital economies are a marvelous test-bed for meaningful experimentation. Not only do we have a full-information set (making sampling superfluous) but, more importantly, we can change the economy’s underlying values, rules and settings, and then sit back to observe how the community responds, how relative prices change, the new behavioural patterns that evolve. An economist’s paradise indeed.

He only wrote a few other posts for Valve, including posts on the arbitrage opportunities in Team Fortress 2 and a follow-up on barter and exchange within the same virtual economy.

Varoufakis’ last post on his Valve blog is, in my opinion, his most fascinating. In it, he dissects Valve’s famously open management model, a model that he says is the company’s attempt “to become a vestige of post-capitalist organisation within… capitalism.”

Varoufakis examines the “spontaneous order” Valve creates in allowing team members spend 100 percent of their time working on whatever projects they want. Its employees are free to form teams or join other projects as their interest and desire to bring a product to market warrants.

As far as Valve’s future, he posits that: “One possibility is that Valve will divide and multiply into a number of different Valve-like companies, as its talented employees leave for greener pastures and, possibly, with the intend of re-creating the horizontal management structure that they grew happily familiar with.”

In the end, he has a pretty positive outlook on Valve’s management model and what it could bring to other firms and corporations that want to survive in a changing market economy. He closes with:

“Whatever the future of Valve turns out like, one thing is for certain – and it so happens that it constitutes the reason why I am personally excited to be part of Valve: The current system of corporate governance is bunk. Capitalist corporations are on the way to certain extinction. Replete with hierarchies that are exceedingly wasteful of human talent and energies, intertwined with toxic finance, co-dependent with political structures that are losing democratic legitimacy fast, a form of post-capitalist, decentralised corporation will, sooner or later, emerge. The eradication of distribution and marginal costs, the capacity of producers to have direct access to billions of customers instantaneously, the advances of open source communities and mentalities, all these fascinating developments are bound to turn the autocratic Soviet-like megaliths of today into curiosities that students of political economy, business studies et al will marvel at in the future, just like school children marvel at dinosaur skeletons at the Natural History museum. I trust that Valve’s organisation will become, if not a central chapter, at the very least an important footnote in this historical turn.”

Varoufakis’s posts, while heady and academic, are an interesting read on virtual economies. My only wish is that he was able to continue his examination of them as more emerge. But, you know, he’s got that whole finance minister thing happening now.

If you’re more interested in Varoufakis he also keeps a personal blog.


Highlights from the 2012 Global CEO Study given by from IBM thought leaders. Outperforming CEOs see the world getting more and more open, and driving the need for richer connections among employees, customers and business partners.
JSB on social media, the cloud and the true purpose of business

John Seeley Brown (JSB) is a leading researcher, educator and writer on topics related to the organizational structures and technology that promote radical innovation. In  today’s HBR article he explains that it’s much easier now for new ideas to come from “the edge,” or outside of the core business. In previous decades it was too expensive to set up the infrastructure to pursue radical business ideas. Today, cloud technology makes it very inexpensive to develop, prototype and pilot them. What’s more, social media can provide the personal relationships at the edge of organizations, that is outside of the core operations they currently depend on for profits and revenue.

I believe that social media will help create an ecosystem of edge organizations and their parent companies. To get a sense of what this might look like, think of IBM's Jams platform for collaborative innovation. This evolution in the way companies innovate reflects a shift in nothing less than the purpose of the firm. The classical view is that the firm exists to minimize transaction costs. But John Hagel and I suspect that the firm has a new purpose — namely, to promote the development of talents and capabilities and thereby attract and retain the best in the ongoing wars for talent, and at the same time create an entrepreneurial culture that nurtures employees’ questing and connecting dispositions.

The purpose of a business is not narrowly economic, JSB maintains. Rather, it is to foster human creativity and connections. And technology is what makes those human connections possible. .