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In practice, both models value thinking and feeling, they just approach accountability differently.
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As a result of these, along with the competency-based learning environments that all of the models will be pushing, there will also need to be new thinking on how to evaluate these models.
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New models and ways of thinking are required to cope with disparate information amplified by modern technology.
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Rahim Kanani: How should nonprofit organizations and their boards be thinking about market-based revenue models to supplement their funding?
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Once you start thinking about it, you start seeing Markov models everywhere.
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It is innovative thinking that creates game-changing products, unique revenue models, and exceptional leadership.
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The same flawed thinking led bank regulators to create the backward-looking Basel models for setting capital levels in banks.
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According to this thinking, single nations are too small to maintain high-cost social-welfare models in the face of global competition.
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The complexity and interrelatedness of these problems required more than just new strategies: it requires new paradigms of understanding the situation, thinking holistically about ecosystems and interacting parts, and above all, how to create models with enough flexibility to evolve.
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But the truly creative and destructive forces of the cloud are also beginning to take hold on the customer side in the form of fresh thinking about what IT should be and what it can achieve, new products and services and business models made possible by and those freed-up IT dollars, and new ideas unlocked by those innovative approaches.
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