The Statistician's Tea

Introducing the Infectious Droplet Detection and Identification (IDDI) System to contain the spread of respiratory transmissions.

As noted by Marks (2017), the “No Music, No Life” outlook of Tower Records, an international retail music chain, launched its brand into almost 200 locations and, at its peak in the late 1990s, yielded annual sales topping one billion dollars. In 2006, however, Tower Records filed for bankruptcy. The following discussion explores two of the external forces contributing to this demise, emphasizing the fact that deterioration sometimes occurs because of factors beyond the control of the organization. Concluding remarks focus on the relevance of the identified forces. Marks (2017) detailed the origin story of Tower Records and explained that it was the brainchild of Russell Solomon who opened the first location in Sacramento, California in 1960. While it started as a record retailer, it eventually grew to include posters, plants, books, DVDs, games, toys, and accessories. Stores popped up across the globe to respond to its increase in demand and, in addition to becoming a place to purch

Yaqub (2018) explained that most experimental research either fails altogether or results in something unexpected. The following discussion highlights three distinct kinds of unanticipated innovations: those that came about serendipitously, erroneously, and via exaptation. In addition to providing example discoveries, the perceived meaning of each category is also articulated. Finally, concluding remarks are provided to summarize the main takeaway points. Serendipitous Innovation: The Microwave             According to Nair (2014), part of the aftermath of World War II (WWII) was focused on the wide-spread production of magnetron. Originally developed by the British, magnetron technology was used by the Allies of WWII to support radar transmissions. It was during this time that Percy Spencer, a United States engineer employed at a magnetron production facility, stumbled upon something unpredicted. While working on an active radar set, Spencer noticed that the chocolate candy bar he

  Chermack (2004) defined scenario planning as a process for posing and ruminating upon a variety of future trajectories. Such an approach sets the stage for strategic conversations as it enables key decision makers to engage in a dialogue about organizational priorities, goals, and long-term plans. According to Verity (2003), scenario planning helps overcome some of the weaknesses associated with traditional forecasting and its strict reliance on the stability of past events. Companies that recognize, embrace, and confront the concept of uncertainty, instead of assuming a more simplistic continuation of trends, are equipped with a competitive edge, and well positioned for future success (Courtney, Kirkland, & Viguerie, 1997). Moreover, companies that resist widening their lens to incorporate paths of potential ambiguity risk staying afloat during times of societal change. The following discussion focuses on one such company, Eastman Kodak, and after highlighting its early achievem