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We are Big Idea Hunters…

We live in a time of information abundance, which far too many of us see as information overload. With the sum total of human knowledge, past and present, at our fingertips, we’re faced with a crisis of attention: which ideas should we engage with, and why? Big Think is an evolving roadmap to the best thinking on the planet — the ideas that can help you think flexibly and act decisively in a multivariate world.

A word about Big Ideas and Themes — The architecture of Big Think

Big ideas are lenses for envisioning the future. Every article and video on bigthink.com and on our learning platforms is based on an emerging “big idea” that is significant, widely relevant, and actionable. We’re sifting the noise for the questions and insights that have the power to change all of our lives, for decades to come. For example, reverse-engineering is a big idea in that the concept is increasingly useful across multiple disciplines, from education to nanotechnology.

Themes are the seven broad umbrellas under which we organize the hundreds of big ideas that populate Big Think. They include New World Order, Earth and Beyond, 21st Century Living, Going Mental, Extreme Biology, Power and Influence, and Inventing the Future.

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Lynda Weinman: For a lot of startups, I really see that the focus is more on, how am I going to get this big piece of this sort of big market share? instead of, am I really creating something that’s going to be of value to people? is there a true need for it? can I actually deliver on that need, and am I willing to start slow and grow slow and make something sustainable versus make something that’s going to get flipped quickly? 

I can tell you that my husband and I, we did everything from sweeping the floor to cleaning the toilets to putting the software on the computers to buying the computers to writing the curriculum to teaching.

I think the typical MBA kind of approach is: find a market, evaluate how big the market is, write a business plan, figure out how you can tap into getting some of that market share . . . and I have never approached our business like that.  I watch a lot of businesses where they get an idea, but they are reliant on all kinds of other people doing every piece of it and they don’t really necessarily have a big role in the mechanics of it, and I think there is a lot of value in knowing all the different aspects of your business and knowing that you can kind of do it yourself.

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Jonathan Fowler & Elizabeth Rodd


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