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    <title>Pinboard (DirkSonguer)</title>
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    <description>recent bookmarks from DirkSonguer</description>
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	<rdf:li rdf:resource="http://daringfireball.net/2016/08/uber_pittsburgh"/>
	<rdf:li rdf:resource="http://techemergence.com/valuing-the-artificial-intelligence-market-2016-and-beyond/"/>
	<rdf:li rdf:resource="http://www.disruptingjapan.com/real-reason-uber-failing-japan/"/>
	<rdf:li rdf:resource="https://hbr.org/2016/06/how-facebook-tries-to-prevent-office-politics"/>
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	<rdf:li rdf:resource="https://govinsider.asia/smart-gov/why-britain-banned-mobile-apps/"/>
	<rdf:li rdf:resource="https://www.bloomberg.com/view/articles/2016-06-01/michael-dell-bought-his-company-too-cheaply"/>
	<rdf:li rdf:resource="http://justinkan.com/exec-errands-post-mortem"/>
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	<rdf:li rdf:resource="http://praxtime.com/2013/11/03/apple-strat-tax-voice-as-god-particle/"/>
	<rdf:li rdf:resource="http://www.inc.com/the-muse/how-one-tech-entrepreneur-motivated-his-team.html"/>
	<rdf:li rdf:resource="http://www.eurogamer.net/articles/2015-07-02-peter-moore-recounts-xbox-360-red-ring-of-death-saga"/>
	<rdf:li rdf:resource="http://www.nytimes.com/2015/05/03/magazine/zpm-espresso-and-the-rage-of-the-jilted-crowdfunder.html?_r=1"/>
	<rdf:li rdf:resource="http://www.pcworld.com/article/2683138/kreyos-smartwatch-were-not-a-scam-just-a-trainwreck.html"/>
	<rdf:li rdf:resource="http://dupress.com/articles/minimum-viable-business-model-transformation-business-trends/"/>
	<rdf:li rdf:resource="http://citypaper.net/uberdriver/"/>
	<rdf:li rdf:resource="http://variety.com/2014/digital/news/hbo-cto-otto-berkes-resigns-as-network-enlists-mlb-to-build-ott-platform-1201375255/"/>
	<rdf:li rdf:resource="http://techcrunch.com/2014/04/12/culture-eats-strategy-for-breakfast/"/>
	<rdf:li rdf:resource="http://medcitynews.com/2014/03/innovating-in-big-companies-healthcare/"/>
	<rdf:li rdf:resource="http://www.quora.com/Stripe-company/What-is-the-engineering-interview-process-like-at-Stripe"/>
	<rdf:li rdf:resource="http://www.fastcodesign.com/1673079/from-facebook-to-warby-parker-7-tips-from-leading-design-entrepreneurs"/>
	<rdf:li rdf:resource="http://www.forbes.com/sites/glennllopis/2013/02/18/the-most-successful-leaders-do-15-things-automatically-every-day/"/>
	<rdf:li rdf:resource="http://www.inc.com/kevin-daum/10-things-really-amazing-employees-do.html"/>
	<rdf:li rdf:resource="http://www.vanityfair.com/business/2012/08/microsoft-lost-mojo-steve-ballmer"/>
	<rdf:li rdf:resource="http://zachholman.com/talk/unsucking-your-teams-development-environment"/>
	<rdf:li rdf:resource="http://www.npr.org/blogs/alltechconsidered/2012/09/03/160505449/when-a-kickstarter-campaign-fails-does-anyone-get-their-money-back"/>
	<rdf:li rdf:resource="http://www.quora.com/Product-Management/What-distinguishes-the-top-1-of-product-managers-from-the-top-10"/>
	<rdf:li rdf:resource="http://www.fastcodesign.com/1669924/steve-jobs-almost-named-the-imac-the-macman-until-this-guy-stopped-him"/>
	<rdf:li rdf:resource="http://newcdn.flamehaus.com/Valve_Handbook_LowRes.pdf"/>
	<rdf:li rdf:resource="http://blogs.valvesoftware.com/abrash/valve-how-i-got-here-what-its-like-and-what-im-doing-2/"/>
	<rdf:li rdf:resource="http://blog.pinboard.in/2011/12/don_t_be_a_free_user/"/>
	<rdf:li rdf:resource="http://andybrett.com/startup-school-2011"/>
	<rdf:li rdf:resource="http://www.bogost.com/blog/gamification_is_bullshit.shtml"/>
	<rdf:li rdf:resource="http://www.randsinrepose.com/archives/2011/10/11/the_rands_test.html"/>
	<rdf:li rdf:resource="http://techcrunch.com/2011/07/30/humbug/"/>
	<rdf:li rdf:resource="http://altdevblogaday.org/2011/06/13/starting-a-new-game-company/"/>
	<rdf:li rdf:resource="http://alexanderjamesmoore.co.uk/articles-2/making-games-is-hard/"/>
	<rdf:li rdf:resource="http://t-machine.org/index.php/2011/05/27/i-have-never-regretted-firing-anybody-not-once-mark-suster/"/>
	<rdf:li rdf:resource="http://psychochild.org/?p=1068"/>
	<rdf:li rdf:resource="http://www.quora.com/Is-it-hard-to-build-market-and-maintain-a-web-app-that-makes-at-least-1000-a-month"/>
	<rdf:li rdf:resource="http://www.cringely.com/2011/04/sony-may-be-clueless-in-psn-hack/"/>
	<rdf:li rdf:resource="http://whatgamesare.com/2011/04/you-need-100000-game-development.html"/>
	<rdf:li rdf:resource="http://mynokiablog.com/2011/03/11/why-nokia-failed-2000-man-years-on-uis-that-didnt-work/"/>
	<rdf:li rdf:resource="http://www.theregister.co.uk/2011/03/10/nokia_ui_saga/"/>
	<rdf:li rdf:resource="http://www.youtube.com/watch?v=u6XAPnuFjJc"/>
	<rdf:li rdf:resource="http://www.designenlassen.de/"/>
	<rdf:li rdf:resource="http://www.anecdote.com.au/archives/2010/10/an_approach_to.html"/>
	<rdf:li rdf:resource="http://blogs.hbr.org/schrage/2010/08/smartphone-transform-elevator-pitch.html"/>
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  </channel><item rdf:about="https://www.fastcompany.com/90318329/foursquares-first-decade-from-viral-hit-to-real-business-and-beyond">
    <title>Foursquare's first decade, from viral hit to real business and beyond - Fast Company</title>
    <dc:date>2024-07-18T08:06:10+00:00</dc:date>
    <link>https://www.fastcompany.com/90318329/foursquares-first-decade-from-viral-hit-to-real-business-and-beyond</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[We had the epiphany—it sounds so stupid to say this—that we should ask the people that are using our API to pay for the API usage. That was a controversial thing, but we went out and we talked to developers, and they said, “Of course we’ll pay for it.” That was the beginning of our understanding that it was possible to continue building and growing and evolving this company, but to do it with more of an enterprise sales model, rather than straight-up consumer advertising.]]></description>
<dc:subject>Foursquare pivot business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:dba27143fad3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:Foursquare"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:pivot"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.theguardian.com/technology/2010/apr/25/twitter-foursquare-social-networking-gowalla">
    <title>Will Foursquare be the new Twitter? | Foursquare | The Guardian</title>
    <dc:date>2024-07-18T07:20:34+00:00</dc:date>
    <link>https://www.theguardian.com/technology/2010/apr/25/twitter-foursquare-social-networking-gowalla</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[He became fascinated by the idea of virtual rewards. "A lot of our group," he says, "had grown up with Super Mario and they wondered about the possibility of turning life into a game. Getting rewards for adventures just like Mario did on screen."]]></description>
<dc:subject>Foursquare business socialnetworks</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:bb4fcf4f6cce/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:Foursquare"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:socialnetworks"/>
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</item>
<item rdf:about="https://blog.pinboard.in/2016/07/pinboard_turns_seven/">
    <title>Pinboard Turns Seven (Pinboard Blog)</title>
    <dc:date>2018-06-21T22:05:20+00:00</dc:date>
    <link>https://blog.pinboard.in/2016/07/pinboard_turns_seven/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[As you can see, most everything has been steady year-to-year for a while now. Revenue dropped a bit in 2015 (as I moved to an annual subscription system), then picked up substantially this year as the first wave of subscription renewals came due, and people had the option for renewing for multiple years.]]></description>
<dc:subject>pinboard saas business revenue startup</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:861eb7eb4cc6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:pinboard"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:saas"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:revenue"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:startup"/>
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</item>
<item rdf:about="https://www.theverge.com/2016/3/24/11297032/apple-microsoft-office-365-subscription-ipad-pro">
    <title>Apple is selling Microsoft Office 365 as an accessory for the iPad Pro - The Verge</title>
    <dc:date>2018-06-21T21:21:04+00:00</dc:date>
    <link>https://www.theverge.com/2016/3/24/11297032/apple-microsoft-office-365-subscription-ipad-pro</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Apple wants the iPad Pro to replace Windows, and to convince customers it's bringing in a familiar face or two: Microsoft's Office Suite. As part of the ordering process for the new iPad Pro, buyers are given the option of adding a subscription for Office 365 — the only non-Apple accessory to appear in the order form. Office 365 bundles in the mobile apps and full Mac versions of a number of old standbys, including Word, Excel, PowerPoint, and OneNote. (You can also choose between the Home, Personal, and University tiers, each of which offers different features.)]]></description>
<dc:subject>apple microsoft office business ipad</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:e28d863aee9c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:microsoft"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
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</item>
<item rdf:about="https://www.bloomberg.com/features/2015-disney-princess-hasbro/">
    <title>The $500 Million Battle Over Disney’s Princesses</title>
    <dc:date>2018-06-21T21:13:32+00:00</dc:date>
    <link>https://www.bloomberg.com/features/2015-disney-princess-hasbro/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[But not for long: The princess business disappears on Jan. 1, when Disney packs up its glass slippers and takes them to Mattel’s biggest rival, Hasbro. “Disney Princess was probably the greatest coup that Hasbro has had in the last three decades,” says Gene Del Vecchio, a former Ogilvy & Mather executive who has worked with Mattel and Disney in the past and helps Hollywood studios translate their movies into what he calls “merchandise opportunities.” Adweek likens Hasbro’s achievement to the Chicago Cubs winning the World Series.]]></description>
<dc:subject>business disney hasbro mattell dolls culture</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:9aba060a95cf/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:hasbro"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:mattell"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:dolls"/>
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</item>
<item rdf:about="http://scottberkun.com/2010/inside-pixars-leadership/">
    <title>Inside Pixar’s Leadership | Scott Berkun</title>
    <dc:date>2018-06-21T17:35:36+00:00</dc:date>
    <link>http://scottberkun.com/2010/inside-pixars-leadership/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[There were plenty of high profile people at the Economist event in March, but hands down the best session was a simple interview with Ed Catmull, the president of Pixar [update: he has a book out now called Creativity, Inc.].

Martin Giles from the Economist did the interview, and did an excellent job letting Catmull cover some excellent territory.]]></description>
<dc:subject>business creativity leadership management pixar</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:d44a2d2eead9/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
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</item>
<item rdf:about="http://www.startuplessonslearned.com/2009/03/dont-launch.html">
    <title>Lessons Learned: Don't launch</title>
    <dc:date>2018-06-21T16:50:11+00:00</dc:date>
    <link>http://www.startuplessonslearned.com/2009/03/dont-launch.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Friday, March 13, 2009
Don't launch
  
Here's a common question I get from startups, especially in the early stages: when should we launch? My answer is almost always the same: don't.

First off, what does it mean to launch? Generally, we conflate two unrelated concepts into the term, which is important to clarify right up front.
Announce a new product, start its PR campaign, and engage in buzz marketing activities. (Marketing launch)
Make a new product available to customers in the general public. (Product launch)
In today's world, there is no reason you have to do these two things at the same time. In fact, in most situations it's a bad idea for startups to synchronize these events.]]></description>
<dc:subject>business marketing startup</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:8b54a5a08c13/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:startup"/>
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</item>
<item rdf:about="http://gamesfromwithin.com/game-development-income">
    <title>Game Development Income – Games from Within</title>
    <dc:date>2017-01-02T19:24:47+00:00</dc:date>
    <link>http://gamesfromwithin.com/game-development-income</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Inspired by Jake Birkett‘s game dev income chart, I decided to dig out my own data and make a similar chart. I figured it would be a good way to start the year looking at a retrospective of my time as an independent developer.]]></description>
<dc:subject>gamedev indie revenue business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:516bd7068e90/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gamedev"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:indie"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:revenue"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.nytimes.com/2016/10/16/upshot/how-did-walmart-get-cleaner-stores-and-higher-sales-it-paid-its-people-more.html?smid=tw-upshotnyt&amp;smtyp=cur&amp;_r=0">
    <title>How Did Walmart Get Cleaner Stores and Higher Sales? It Paid Its People More - The New York Times</title>
    <dc:date>2016-10-18T15:16:34+00:00</dc:date>
    <link>http://www.nytimes.com/2016/10/16/upshot/how-did-walmart-get-cleaner-stores-and-higher-sales-it-paid-its-people-more.html?smid=tw-upshotnyt&amp;smtyp=cur&amp;_r=0</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[How Did Walmart Get
Cleaner Stores and Higher
Sales? It Paid Its People More]]></description>
<dc:subject>economics business culture walmart</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:04c22ad9231d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:walmart"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://backchannel.com/the-chat-bot-revolution-is-upon-us-f3fa9e0b380#.e9mmbmqw9">
    <title>Chat Bots Aren’t a Fad. They’re a Revolution.</title>
    <dc:date>2016-09-22T19:36:47+00:00</dc:date>
    <link>https://backchannel.com/the-chat-bot-revolution-is-upon-us-f3fa9e0b380#.e9mmbmqw9</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Earlier this year, I predicted that 2016 would be the year of “conversational commerce,” my name for businesses introducing themselves into what had previously been personal messaging channels. Brands and companies have joined social media in droves, using the platforms as easy ways to broadcast content to their followers. Until recently, it was the rare exception that you could send a company a direct message and expect a useful reply. Now, as the messaging platforms relax their rules and add more business-friendly functions, innovative brands are realizing that messaging offers the kind of convenience that drives engagement—and the kind of intimacy that inspires deep customer loyalty.
But how can a brand support hundreds (better yet, hundreds of thousands) of personal conversations in parallel? One answer: deploy a bot.]]></description>
<dc:subject>bots business commerce cognitive</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:f89b1dd95eef/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:bots"/>
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</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.collaborativefund.com/blog/when-you-change-the-world-and-no-one-notices/">
    <title>When You Change the World and No One Notices — Collaborative Fund</title>
    <dc:date>2016-09-07T20:42:58+00:00</dc:date>
    <link>http://www.collaborativefund.com/blog/when-you-change-the-world-and-no-one-notices/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Big breakthroughs typically follow a seven-step path:

First, no one’s heard of you.
Then they’ve heard of you but think you’re nuts.
Then they understand your product, but think it has no opportunity.
Then they view your product as a toy.
Then they see it as an amazing toy.
Then they start using it.
Then they couldn’t imagine life without it.]]></description>
<dc:subject>business innovation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:fa1d52719116/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://daringfireball.net/2016/08/uber_pittsburgh">
    <title>Daring Fireball: Uber to Begin Testing Self-Driving Cars in Pittsburgh</title>
    <dc:date>2016-08-19T08:57:24+00:00</dc:date>
    <link>http://daringfireball.net/2016/08/uber_pittsburgh</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Jobs that can be performed by machines eventually will be performed by machines. That’s been the steady march of progress since the dawn of the industrial revolution. But it really is extraordinary for a CEO to flatly declare that he considers the company’s workforce not to be an asset, but rather a stopgap measure he’s committed to eliminate. Say what you want about the politics of his bluntness, but he certainly deserves points for honesty.]]></description>
<dc:subject>business cars uber robots ai</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:5e3b9e76ca71/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:cars"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:uber"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:robots"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:ai"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://techemergence.com/valuing-the-artificial-intelligence-market-2016-and-beyond/">
    <title>Valuing the Artificial Intelligence Market, Graphs and Predictions for 2016 and Beyond | TechEmergence.com</title>
    <dc:date>2016-08-09T10:56:42+00:00</dc:date>
    <link>http://techemergence.com/valuing-the-artificial-intelligence-market-2016-and-beyond/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[The goal of this article is do provide a short consensus on well-researched projections of AI’s growth and market value in the coming decade, and to (as always) provide amble references for further exploration for those of you who aim to go deeper. We’ve aimed to stick to sources whose reputation rests on their objectivity, rather than on excited statements of companies whose incentive is to see the future their way (such as IBM’s CEO claiming a potential $2 trillion dollar market for “cognitive computing”).]]></description>
<dc:subject>AI cognitive prediction business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:2176d3a8cd16/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:AI"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:cognitive"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:prediction"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.disruptingjapan.com/real-reason-uber-failing-japan/">
    <title>The Real Reason Uber is Failing in Japan</title>
    <dc:date>2016-08-05T07:45:16+00:00</dc:date>
    <link>http://www.disruptingjapan.com/real-reason-uber-failing-japan/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Uber and, to a lesser extent, Airbnb are failing horribly in Japan. There have been quite a few articles that have tried to explain what this is, and most of those articles have focused on why the market conditions in Japan make it hard for those companies.

These is certainly some truth to those articles, but they miss a larger and much more important factor about why these companies are struggling in Japan and in Asia in general.

You see, Uber and Airbnb represent a new very kind of startup, one that could not have existed twenty years ago, and the reason has nothing to do with smartphones or cloud computing or anything related to technology at all.]]></description>
<dc:subject>business culture japan politics uber airbnb</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:f329ceae3ef9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:japan"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:politics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:uber"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:airbnb"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://hbr.org/2016/06/how-facebook-tries-to-prevent-office-politics">
    <title>How Facebook Tries to Prevent Office Politics</title>
    <dc:date>2016-07-06T11:59:03+00:00</dc:date>
    <link>https://hbr.org/2016/06/how-facebook-tries-to-prevent-office-politics</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[We’re not so naive as to think we can change human nature altogether; where there are humans, there will be feelings to consider, and politics will crop up. But when we approach our interactions thoughtfully, a company’s culture can be a powerful antibody against destructive office politics.

We’ve found five tactics especially useful in our effort to keep our company culture healthy and productive.]]></description>
<dc:subject>business facebook culture teamlead via:popular</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:eb70e8562775/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:facebook"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:teamlead"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:via:popular"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://arstechnica.com/gadgets/2016/06/nests-time-at-alphabet-a-virtually-unlimited-budget-with-no-results/">
    <title>Nest’s time at Alphabet: A “virtually unlimited budget” with no results | Ars Technica</title>
    <dc:date>2016-06-07T10:09:35+00:00</dc:date>
    <link>http://arstechnica.com/gadgets/2016/06/nests-time-at-alphabet-a-virtually-unlimited-budget-with-no-results/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Nest CEO Tony Fadell wasn't officially "fired" from Nest, but it certainly feels like it. Nest and Alphabet announced Fadell would be "transitioning" to an advisory role at Alphabet, dropping both Nest and Fadell into a sea of negative press. In just the last few months, Nest has had to deal with reports of an "employee exodus," a string of public insults from Dropcam co-founder and departing Nest employee Greg Duffy, news that even Google supposedly didn't want to work with Nest on a joint project, and fallout from the company's decision to remotely disable Nest's deprecated Revolv devices. Alphabet and Nest both seem to know the announcement about Fadell's "transition" looks bad: the news dropped on a Friday afternoon, a popular time for companies to dump bad news they hope no one will notice.]]></description>
<dc:subject>business google nest leadership</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:2ee32555437b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:google"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:nest"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://govinsider.asia/smart-gov/why-britain-banned-mobile-apps/">
    <title>Why Britain banned mobile apps | GovInsider</title>
    <dc:date>2016-06-05T09:53:56+00:00</dc:date>
    <link>https://govinsider.asia/smart-gov/why-britain-banned-mobile-apps/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[So why did the GDS ban apps? It wasn’t because they weren’t technically savvy enough to build them.

Cost, he says. Apps are “very expensive to produce, and they’re very very expensive to maintain because you have to keep updating them when there are software changes,” Terrett says. “I would say if you times that by 300, you’re suddenly talking about a huge team people and a ton of money to maintain that ecosystem”.]]></description>
<dc:subject>agile business design mobile usability apps gds</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:5fc817e7d70d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:mobile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:usability"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:apps"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gds"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.bloomberg.com/view/articles/2016-06-01/michael-dell-bought-his-company-too-cheaply">
    <title>Michael Dell Bought His Company Too Cheaply - Bloomberg View</title>
    <dc:date>2016-06-03T08:27:46+00:00</dc:date>
    <link>https://www.bloomberg.com/view/articles/2016-06-01/michael-dell-bought-his-company-too-cheaply</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[One person who thought his company's stock was undervalued by a short-term public market is Michael Dell, the founder and chief executive officer of Dell Inc., which in his long-term vision was moving from being a personal-computer manufacturer into an enterprise software company. ]]></description>
<dc:subject>business economics technology</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:b17fbe03fc3f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:technology"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://justinkan.com/exec-errands-post-mortem">
    <title>What I learned about online-to-offline</title>
    <dc:date>2016-03-28T18:57:24+00:00</dc:date>
    <link>http://justinkan.com/exec-errands-post-mortem</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Many new online-to-offline entrepreneurs have asked me about my experience founding Exec. “Uber for X” businesses seem to be the startup of the day – it probably helps that on the face they are less technically complex and more accessible to aspiring less-technical founders.]]></description>
<dc:subject>business startup uber twitch</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:8cec8a6d2046/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:startup"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:uber"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:twitch"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.salon.com/2016/03/27/good_riddance_gig_economy_uber_ayn_rand_and_the_awesome_collapse_of_silicon_valleys_dream_of_destroying_your_job/">
    <title>Good riddance, gig economy: Uber, Ayn Rand and the awesome collapse of Silicon Valley’s dream of destroying your job - Salon.com</title>
    <dc:date>2016-03-28T18:47:30+00:00</dc:date>
    <link>http://www.salon.com/2016/03/27/good_riddance_gig_economy_uber_ayn_rand_and_the_awesome_collapse_of_silicon_valleys_dream_of_destroying_your_job/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[The New York Times’ Farhad Manjoo recently wrote an oddly lamenting piece about how “the Uber model, it turns out, doesn’t translate.” Manjoo describes how so many of the “Uber-of-X” companies that have sprung up as part of the so-called sharing economy have become just another way to deliver more expensively priced conveniences to those with enough money to pay. Ironically many of these Ayn Rand-inspired startups have been kept alive by subsidies of the venture capital kind which, for various reasons, are starting to dry up. Without that kind of “VC welfare,” these companies are having to raise their prices, and are finding it increasingly difficult to retain enough customers at the higher price point. Consequently, some of these startups are faltering; others are outright failing.]]></description>
<dc:subject>business politics startups uber</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:baee54d20e53/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:politics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:startups"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:uber"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://praxtime.com/2013/11/03/apple-strat-tax-voice-as-god-particle/">
    <title>Apple’s strategy tax on services versus Google. Voice interaction becoming the “God particle” of mobile. | Praxtime</title>
    <dc:date>2015-07-16T14:45:04+00:00</dc:date>
    <link>http://praxtime.com/2013/11/03/apple-strat-tax-voice-as-god-particle/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[I’ll argue Apple’s problems with services should be expected. Why? Because Apple pays a strategy tax on them.]]></description>
<dc:subject>apple service cloud management business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:57148a40467f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:service"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:cloud"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.inc.com/the-muse/how-one-tech-entrepreneur-motivated-his-team.html">
    <title>How One Tech Entrepreneur Motivated His Team | Inc.com</title>
    <dc:date>2015-07-10T15:24:22+00:00</dc:date>
    <link>http://www.inc.com/the-muse/how-one-tech-entrepreneur-motivated-his-team.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[He made up a fake nemesis. At an all-company meeting, he stood up and announced that there was a brash new competitor named Slither. “I told everyone they were bigger than us, faster than us, and more profitable,” he says. “Their investors had deeper pockets. Their footprint was better, and they were innovating at a pace I’d never seen.”]]></description>
<dc:subject>business tactics motivation management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:c8e02ed556ac/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:tactics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:motivation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.eurogamer.net/articles/2015-07-02-peter-moore-recounts-xbox-360-red-ring-of-death-saga">
    <title>Peter Moore recounts $1.15bn Xbox 360 Red Ring of Death saga • Eurogamer.net</title>
    <dc:date>2015-07-06T16:19:15+00:00</dc:date>
    <link>http://www.eurogamer.net/articles/2015-07-02-peter-moore-recounts-xbox-360-red-ring-of-death-saga</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Soon after the launch of the Xbox 360 in 2005, some customers found their console unusable. The console's way of telling people something very bad had happened was by displaying three flashing red lights, what was dubbed the "Red Ring of Death".

The problem got so bad that in 2007 Microsoft put aside $1.15bn to cover an unprecedented repair offer that meant affected customers would get a fixed Xbox 360 as quickly as possible while extending the console's warranty to three years.

Now, eight years later, Peter Moore, now of EA but then of Xbox, recalled the Red Ring of Death furore in an IGN podcast also starring current Xbox boss Phil Spencer and Seamus Blackley, one of the creators of the original Xbox.]]></description>
<dc:subject>business microsoft xbox</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:f82b11723b83/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:microsoft"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:xbox"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.nytimes.com/2015/05/03/magazine/zpm-espresso-and-the-rage-of-the-jilted-crowdfunder.html?_r=1">
    <title>ZPM Espresso and the Rage of the Jilted Crowdfunder - The New York Times</title>
    <dc:date>2015-06-26T16:06:30+00:00</dc:date>
    <link>http://www.nytimes.com/2015/05/03/magazine/zpm-espresso-and-the-rage-of-the-jilted-crowdfunder.html?_r=1</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Thank you all very much,” Update 57 concluded, by way of goodbye. “Working on this project was the most ambitious and meaningful undertaking any of us have ever attempted. Getting to know all of you, and working to create some seriously cool technology, was one of the most rewarding things we’ve ever done. We are deeply and truly sorry that despite our best efforts, we were not able to get this machine across the finish line. Love, Gleb, Igor and Janet, Team ZPM.”]]></description>
<dc:subject>crowdfunding fail business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:a9aa199799e2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:crowdfunding"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:fail"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.pcworld.com/article/2683138/kreyos-smartwatch-were-not-a-scam-just-a-trainwreck.html">
    <title>Kreyos smartwatch: We're not a scam, just a trainwreck | PCWorld</title>
    <dc:date>2015-06-26T16:02:50+00:00</dc:date>
    <link>http://www.pcworld.com/article/2683138/kreyos-smartwatch-were-not-a-scam-just-a-trainwreck.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[The company, whose disastrous Indiegogo campaign led to a full-blown backer revolt last month, is now attempting to vindicate itself with a full account of how things went wrong. Instead, the account from CEO Steve Tan only reveals how poorly-conceived the project was from the start, and how easy it was to mislead potential backers.]]></description>
<dc:subject>business fail crowdfunding</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:2e27af64b5e8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:fail"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:crowdfunding"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://dupress.com/articles/minimum-viable-business-model-transformation-business-trends/">
    <title>Minimum viable transformation | Deloitte University Press | Business Trends</title>
    <dc:date>2015-06-05T09:09:21+00:00</dc:date>
    <link>http://dupress.com/articles/minimum-viable-business-model-transformation-business-trends/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Minimal viable products, he makes clear, are like prototypes except that they are not simply passed around and tinkered with internally. They are immediately thrown at the market and subjected to trial by fire. ]]></description>
<dc:subject>business agile strategy prototypes</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:5a9406462c46/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:prototypes"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://citypaper.net/uberdriver/">
    <title>I was an undercover Uber driver :: Cover :: Philadelphia City Paper</title>
    <dc:date>2015-05-13T11:04:21+00:00</dc:date>
    <link>http://citypaper.net/uberdriver/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[I talked to lots of drivers. But few kept a meticulous enough log of hours worked, miles driven and expenses paid that I felt comfortable using their data alone. Many drivers worried about getting in trouble, too — Uber can "deactivate" a driver for any reason. I needed someone on the record, someone whose data I knew I could trust.

So, in January, I applied to be an UberX driver myself.]]></description>
<dc:subject>business economics uber</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:08e3a4faa15d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:uber"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://variety.com/2014/digital/news/hbo-cto-otto-berkes-resigns-as-network-enlists-mlb-to-build-ott-platform-1201375255/">
    <title>HBO CTO Otto Berkes Resigns After Network Enlists MLB to Build OTT Platform | Variety</title>
    <dc:date>2014-12-11T08:19:45+00:00</dc:date>
    <link>http://variety.com/2014/digital/news/hbo-cto-otto-berkes-resigns-as-network-enlists-mlb-to-build-ott-platform-1201375255/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[HBO chief technology officer Otto Berkes is exiting after the premium cable network decided to enlist Major League Baseball Advanced Media to build its over-the-top streaming service instead of developing it inhouse.]]></description>
<dc:subject>CTO business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:6bebc4f5df80/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:CTO"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://techcrunch.com/2014/04/12/culture-eats-strategy-for-breakfast/">
    <title>Culture Eats Strategy For Breakfast | TechCrunch</title>
    <dc:date>2014-04-30T15:45:14+00:00</dc:date>
    <link>http://techcrunch.com/2014/04/12/culture-eats-strategy-for-breakfast/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[I used to think corporate culture didn’t matter. Discussion of vision, mission and values was for people who couldn’t build product or sell it! We had work to do and this MBA BS was getting in the way!

And then my first company failed.

Cambridge Decision Dynamics did not fail because we didn’t have a great technology or a great product or customers. It failed as a sustainable, scalable organization because we had no meaningful purpose to create team unity to fight through the tough times. Now the company sits comfortably in a perpetual state of what I like to call “deep stealth mode.”]]></description>
<dc:subject>business corporate culture</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:45ce8f802ab8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:corporate"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://medcitynews.com/2014/03/innovating-in-big-companies-healthcare/">
    <title>May as well give up. Innovating in big companies is nearly impossible</title>
    <dc:date>2014-03-09T08:20:31+00:00</dc:date>
    <link>http://medcitynews.com/2014/03/innovating-in-big-companies-healthcare/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Facing continuous disruption from globalization, China, the Internet, the diminished power of brands, changing workforce, etc., existing enterprises are establishing corporate innovation groups. These groups are adapting or adopting the practices of startups and accelerators: disruption and innovation rather than direct competition, customer development versus more product features, agility and speed versus lowest cost.]]></description>
<dc:subject>business economy corporateculture</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:5d680ea41b1b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:economy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:corporateculture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.quora.com/Stripe-company/What-is-the-engineering-interview-process-like-at-Stripe">
    <title>(1) Stripe (company): What is the engineering interview process like at Stripe? - Quora</title>
    <dc:date>2013-09-27T07:14:22+00:00</dc:date>
    <link>http://www.quora.com/Stripe-company/What-is-the-engineering-interview-process-like-at-Stripe</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Especially how Stripe's interview process differs from other tech companies. From what I have known, the "Sunday test" and pair programming are such examples.]]></description>
<dc:subject>business hiring interview jobs programming</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:e4c6adffda5d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:hiring"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:interview"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:jobs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:programming"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fastcodesign.com/1673079/from-facebook-to-warby-parker-7-tips-from-leading-design-entrepreneurs">
    <title>From Airbnb To Warby Parker: 7 Tips From Leading Design Entrepreneurs | Co.Design: business + innovation + design</title>
    <dc:date>2013-07-24T17:23:58+00:00</dc:date>
    <link>http://www.fastcodesign.com/1673079/from-facebook-to-warby-parker-7-tips-from-leading-design-entrepreneurs</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[For the modern-era business to succeed, design has to be built in from the ground up. It’s a tall order for designers, who now--more than ever--need to nourish their inner CEO. Graphic designers Jessica Karle Heltzel and Tim Hoover set out to anthologize exactly how today’s designers can navigate startup and business culture. The consensus? A textbook understanding of the designer’s role might stifle good work. By embracing the unknown--boardrooms, the language of the Internet, or even tawdry television--along with the principles of graphic or industrial design, designers can create the pathbreaking products with the potential to define an era.]]></description>
<dc:subject>design life enterpreneur business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:83306832b3ec/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:life"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:enterpreneur"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.forbes.com/sites/glennllopis/2013/02/18/the-most-successful-leaders-do-15-things-automatically-every-day/">
    <title>The Most Successful Leaders Do 15 Things Automatically, Every Day - Forbes</title>
    <dc:date>2013-05-19T16:14:38+00:00</dc:date>
    <link>http://www.forbes.com/sites/glennllopis/2013/02/18/the-most-successful-leaders-do-15-things-automatically-every-day/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[If you are looking to advance your career into a leadership capacity and / or already assume leadership responsibilities – here are 15 things you must do automatically, every day, to be a successful leader in the workplace]]></description>
<dc:subject>leadership business teaching</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:4fb1223a9078/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:teaching"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.inc.com/kevin-daum/10-things-really-amazing-employees-do.html">
    <title>10 Things Really Amazing Employees Do | Inc. 5000</title>
    <dc:date>2013-03-06T12:25:39+00:00</dc:date>
    <link>http://www.inc.com/kevin-daum/10-things-really-amazing-employees-do.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[As a longtime employer of dozens, I was always grateful to have good employees. It takes a lot to recruit and maintain top talent. Every once in a while special employees come along that just really seem to get it. They drive the entire company forward in ways that were unimaginable. Advancement and reward is never an issue for these rock stars because they understand the power of cause and effect, and only a worthy company can retain them and afford them.

Here are 10 things amazing employees seem to do effortlessly. Here's how to help your great employees be even more amazing.]]></description>
<dc:subject>business teams teamlead</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:65731ee91365/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:teams"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:teamlead"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.vanityfair.com/business/2012/08/microsoft-lost-mojo-steve-ballmer">
    <title>How Microsoft Lost Its Mojo: Steve Ballmer and Corporate America’s Most Spectacular Decline | Vanity Fair</title>
    <dc:date>2012-10-28T07:54:28+00:00</dc:date>
    <link>http://www.vanityfair.com/business/2012/08/microsoft-lost-mojo-steve-ballmer</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[The story of Microsoft’s lost decade could serve as a business-school case study on the pitfalls of success. For what began as a lean competition machine led by young visionaries of unparalleled talent has mutated into something bloated and bureaucracy-laden, with an internal culture that unintentionally rewards managers who strangle innovative ideas that might threaten the established order of things]]></description>
<dc:subject>microsoft technology business</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:29ac0a456597/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:microsoft"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:technology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://zachholman.com/talk/unsucking-your-teams-development-environment">
    <title>Unsucking Your Team's Development Environment</title>
    <dc:date>2012-09-18T12:04:44+00:00</dc:date>
    <link>http://zachholman.com/talk/unsucking-your-teams-development-environment</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Success can lead to less-glamorous problems, though. As you grow, your team's development environment becomes really important. How long does it take to clone, set up, and boot your apps? Can your employees still be productive on an aging codebase? How can you automate CI, hooks, and other setup for new projects? Is any of this fun anymore?

GitHub ran into these problems as we expanded our team tremendously over the last two years. Let's look at some of the ways we've improved our employees' development environments.]]></description>
<dc:subject>business development programming</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:6fb2c2289c2d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:programming"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.npr.org/blogs/alltechconsidered/2012/09/03/160505449/when-a-kickstarter-campaign-fails-does-anyone-get-their-money-back">
    <title>When A Kickstarter Campaign Fails, Does Anyone Get The Money Back? : All Tech Considered : NPR</title>
    <dc:date>2012-09-12T06:16:16+00:00</dc:date>
    <link>http://www.npr.org/blogs/alltechconsidered/2012/09/03/160505449/when-a-kickstarter-campaign-fails-does-anyone-get-their-money-back</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[During a break from the meetings, I ask her, "Would you have to give money back to your backers if you weren't able to deliver?"  She takes a deep breath and pauses before answering.  "Technically, from the Kickstarter perspective, I actually don't know the answer to that," she says. "But from a doing-the-right-thing perspective, we will treat our backers the best possible way."  ]]></description>
<dc:subject>ouya kickstarter business problem z3</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:f4ff0385de0a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:ouya"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:kickstarter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:problem"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:z3"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.quora.com/Product-Management/What-distinguishes-the-top-1-of-product-managers-from-the-top-10">
    <title>(3) Product Management: What distinguishes the top 1% of product managers from the top 10%? - Quora</title>
    <dc:date>2012-06-23T07:48:13+00:00</dc:date>
    <link>http://www.quora.com/Product-Management/What-distinguishes-the-top-1-of-product-managers-from-the-top-10</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[The top 10% of product managers excel at a few of these things. The top 1% excel at most or all of them]]></description>
<dc:subject>productmanagement management business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:d6efe3c35347/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:productmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fastcodesign.com/1669924/steve-jobs-almost-named-the-imac-the-macman-until-this-guy-stopped-him">
    <title>Steve Jobs Almost Named The iMac The MacMan, Until This Guy Stopped Him | Co.Design: business + innovation + design</title>
    <dc:date>2012-06-07T12:33:23+00:00</dc:date>
    <link>http://www.fastcodesign.com/1669924/steve-jobs-almost-named-the-imac-the-macman-until-this-guy-stopped-him</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[The lump on the table was truly mysterious and held everyone’s rapt attention. Hidden under a gray sheet it was impossible to discern any detail from it. We were going to have to wait for the big reveal when the meeting was called to order. This would definitely not be our typical product briefing. Beneath that sheet was the home computer that was going to save Apple.

Not to get overly dramatic about it, but that’s exactly how it was billed by Steve himself. This was the product that Steve had alluded to back when we had first started on the Think Different campaign. He had told us that the first product out the door was going to be a rethinking of the home computer. He had given his engineers and designers the challenge to do something great, and now at long last we were going to see it.]]></description>
<dc:subject>apple business design marketing</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:1db903c65c65/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:marketing"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://newcdn.flamehaus.com/Valve_Handbook_LowRes.pdf">
    <title>newcdn.flamehaus.com/Valve_Handbook_LowRes.pdf</title>
    <dc:date>2012-04-23T19:59:39+00:00</dc:date>
    <link>http://newcdn.flamehaus.com/Valve_Handbook_LowRes.pdf</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[In 1996, we set out to make great games, but we knew back 
then that we had to first create a place that was designed 
to foster that greatness. A place where incredibly talented 
individuals are empowered to put their best work into the 
hands of millions of people, with very little in their way. 
This book is an abbreviated encapsulation of our guiding 
principles. As Valve continues to grow, we hope that these 
principles will serve each new person joining our ranks.  
If you are new to Valve, welcome. Although the goals in 
this book are important, it’s really your ideas, talent, and 
energy that will keep Valve shining in the years ahead. 
Thanks for being here. Let’s make great things.]]></description>
<dc:subject>business collaboration valve employees handbook hr</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:5e0b00cac359/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:valve"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:employees"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:handbook"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:hr"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.valvesoftware.com/abrash/valve-how-i-got-here-what-its-like-and-what-im-doing-2/">
    <title>Valve: How I Got Here, What It’s Like, and What I’m Doing | Valve</title>
    <dc:date>2012-04-20T20:23:54+00:00</dc:date>
    <link>http://blogs.valvesoftware.com/abrash/valve-how-i-got-here-what-its-like-and-what-im-doing-2/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[It all started with Snow Crash.

If I hadn’t read it and fallen in love with the idea of the Metaverse, if it hadn’t made me realize how close networked 3D was to being a reality, if I hadn’t thought I can do that, and more importantly I want to do that, I’d never have embarked on the path that eventually wound up at Valve.

By 1994, I had been working at Microsoft for a couple of years. One evening that year, while my daughter was looking at books in the Little Professor bookstore on the Sammamish Plateau, I happened to notice Snow Crash on a shelf. I picked it up and started reading, decided to buy it, and wound up devouring it overnight. I also started thinking to myself that I had a pretty good idea how about 80 percent of it could work right then, and wanted to implement it as badly as I had ever wanted to do anything with a computer – I had read SF all my life, and this was a full-on chance to make SF real. So I tried to start a project at Microsoft to do a networked 3D engine.]]></description>
<dc:subject>business creativity games management valve</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:d9b29a1a45b6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:games"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:valve"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.pinboard.in/2011/12/don_t_be_a_free_user/">
    <title>Don't Be A Free User (Pinboard Blog)</title>
    <dc:date>2012-01-03T08:23:46+00:00</dc:date>
    <link>http://blog.pinboard.in/2011/12/don_t_be_a_free_user/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Were you a big Gowalla fan? Did you like Dodgeball? Did you think Trunk.ly (gasp!) was better than Pinboard? Did you make a lot of contributions to Nextstop? Do you miss Aardvark and EtherPad? Did "I Want Sandy" change your life?

These projects are all very different, but the dynamic is the same. Someone builds a cool, free product, it gets popular, and that popularity attracts a buyer. The new owner shuts the product down and the founders issue a glowing press release about how excited they are about synergies going forward. They are never heard from again.]]></description>
<dc:subject>business economics web startup</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:999408c1b363/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:web"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:startup"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://andybrett.com/startup-school-2011">
    <title>Andy Brett | Do Not, Under Any Circumstances, Start A Startup: Or, What I Learned At Startup School 2011</title>
    <dc:date>2011-12-20T07:39:49+00:00</dc:date>
    <link>http://andybrett.com/startup-school-2011</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Theme One: Do not, under any circumstances, start a startup.

This is, of course, tongue in cheek. But more than half the speakers said, in one form or another, do not start a startup. The summary went something like:

Don’t start a company just for the sake of starting a company. Don’t start a company because it’s cool. Don’t start one because you think it’s going to turn out like it does in the fictional movies, because it won’t - death is the default for startups. Don’t start a company because you want to be like the founders you see at startup school, or want to be the “next [fill in the blank].”]]></description>
<dc:subject>startup enterpreneur management ideas business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:c35c79fabb50/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:startup"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:enterpreneur"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:ideas"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.bogost.com/blog/gamification_is_bullshit.shtml">
    <title>Ian Bogost - Gamification is Bullshit</title>
    <dc:date>2011-11-02T05:50:16+00:00</dc:date>
    <link>http://www.bogost.com/blog/gamification_is_bullshit.shtml</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Gamification is bullshit.

I'm not being flip or glib or provocative. I'm speaking philosophically.

More specifically, gamification is marketing bullshit, invented by consultants as a means to capture the wild, coveted beast that is videogames and to domesticate it for use in the grey, hopeless wasteland of big business, where bullshit already reigns anyway.]]></description>
<dc:subject>gamification motivation business marketing z3</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:7ef17208e377/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gamification"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:motivation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:marketing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:z3"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.randsinrepose.com/archives/2011/10/11/the_rands_test.html">
    <title>Rands In Repose: The Rands Test</title>
    <dc:date>2011-10-13T19:37:30+00:00</dc:date>
    <link>http://www.randsinrepose.com/archives/2011/10/11/the_rands_test.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[I was employee #20 at the first start-up and the first engineering lead. Over the course of two years, the team and the company exploded to close to 200 employees. This is when I discovered that growing rapidly teaches you one thing well: how communication continually finds new and interesting ways to break down. The core issue being the folks who’ve been around longer who also tend to have more responsibility. As far as they’re concerned, the ways they organically communicated before will remain as efficient and simple each time the group doubles in size.

They don’t. A growing group needs to continually invest in new ways to figure out what it is collectively thinking so anyone anywhere can answer the question: “What the hell is going on?” This is the first question The Rands Test answers. As I’ll explain shortly, the second question The Rands Test helps you answer is selfish. The second asks: “Where am I?”]]></description>
<dc:subject>business development management pm</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:3e19782850cd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:pm"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://techcrunch.com/2011/07/30/humbug/">
    <title>A Billion Dollars Isn’t Cool. You Know What’s Cool? Basic Human Decency | TechCrunch</title>
    <dc:date>2011-08-03T21:57:54+00:00</dc:date>
    <link>http://techcrunch.com/2011/07/30/humbug/</link>
    <dc:creator>DirkSonguer</dc:creator><dc:subject>business culture web2.0 enterpreneur</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:df50b3d0cd19/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:web2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:enterpreneur"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://altdevblogaday.org/2011/06/13/starting-a-new-game-company/">
    <title>Starting a New Game Company » #AltDevBlogADay</title>
    <dc:date>2011-06-13T10:24:24+00:00</dc:date>
    <link>http://altdevblogaday.org/2011/06/13/starting-a-new-game-company/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Think Big.

It needs to start with an incredible idea. Not just good, or different, but incredible. This will not only set you apart from the rest, but drives the momentum of the team to a common goal during hard times.

Timing must be right: you are not working for another game company, finished with prior projects & obligations to your colleagues, have enough money to last through early development / prototyping etc…]]></description>
<dc:subject>gamedev business enterpreneur</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:b43dc0655b27/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gamedev"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:enterpreneur"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://alexanderjamesmoore.co.uk/articles-2/making-games-is-hard/">
    <title>Making games is hard « alexanderjamesmoore.co.uk</title>
    <dc:date>2011-05-30T08:14:08+00:00</dc:date>
    <link>http://alexanderjamesmoore.co.uk/articles-2/making-games-is-hard/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[In June 2010, as the world waited for news on the release of Portal2, Valve announced that making games is hard.  Everyone inside the industry knows this, but to gamers and journalists alike this seemed to come as a surprise. Partly because of disappointment that a game they were looking forward to wasn’t coming out for a bit longer, and partly because Valve is an industry leader. For them to put their hands up and say “hey, this ain’t so easy” made people think: “if they find it hard, what about everybody else?”.

Well, yup, everybody else finds it hard as well. But why? Surely we just take the last game we made and stick some new levels and graphics in it? Or just sit around all day playing the game until one day we decide to release it?

Unfortunately, it’s not like that at all. But why not?]]></description>
<dc:subject>gamedev business development makinggames z3</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:206e0e324fe5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gamedev"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:makinggames"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:z3"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://t-machine.org/index.php/2011/05/27/i-have-never-regretted-firing-anybody-not-once-mark-suster/">
    <title>T=Machine » “I have never regretted firing anybody. Not once.” – Mark Suster</title>
    <dc:date>2011-05-28T10:09:55+00:00</dc:date>
    <link>http://t-machine.org/index.php/2011/05/27/i-have-never-regretted-firing-anybody-not-once-mark-suster/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[One of those things that most business people don’t talk about unless prodded. I’m not sure why, but I assume it’s one aspect of the fear “don’t burn any bridges; don’t let anyone think you can be nasty; don’t let anyone see you’re human”. None of which are healthy, long-term ideals IMHO – although they may be a good idea for many people. (they’ll often keep you in a job you’re unsuited for for longer than you would survive without them).
“I have on many occasions regretted not firing somebody quickly enough.]]></description>
<dc:subject>business firing hiring hr</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:1b555197d6ae/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:firing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:hiring"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:hr"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://psychochild.org/?p=1068">
    <title>Psychochild's Blog » The wheels of fortune</title>
    <dc:date>2011-05-25T09:47:01+00:00</dc:date>
    <link>http://psychochild.org/?p=1068</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[At the recent LOGIN conference, I was on a panel entitled "Wannabe Farmers replacing Pretend Mass-Murderers: Are Social Games a Fad?" To make the panel more interesting the panelists took extreme positions, and I was the solid "social (network) games are a fad" guy. Not that I believe that entirely, but it made for an entertaining panel discussion. (I'll post a link when the talk is posted online.)

But, I mentioned something that I think is very true: business works in cycles. And, by looking at previous cycles we can use them to divine the future of the current cycle. Let's take a closer look, shall we?]]></description>
<dc:subject>games business concepts social z3</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:e126da4a007c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:games"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:concepts"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:social"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:z3"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.quora.com/Is-it-hard-to-build-market-and-maintain-a-web-app-that-makes-at-least-1000-a-month">
    <title>Is it hard to build, market and maintain a web app that makes at least $1000 a month? - Quora</title>
    <dc:date>2011-05-16T10:07:06+00:00</dc:date>
    <link>http://www.quora.com/Is-it-hard-to-build-market-and-maintain-a-web-app-that-makes-at-least-1000-a-month</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Is it hard to build, market and maintain a web app that makes at least $1000 a month?
For a single, skilled web developer.]]></description>
<dc:subject>business web startup quora marketing</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:dc78dbdc6107/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:web"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:startup"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:quora"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:marketing"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cringely.com/2011/04/sony-may-be-clueless-in-psn-hack/">
    <title>I, Cringely » Blog Archive » Sony may be clueless in PSN hack - Cringely on technology</title>
    <dc:date>2011-05-04T13:29:35+00:00</dc:date>
    <link>http://www.cringely.com/2011/04/sony-may-be-clueless-in-psn-hack/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Sony’s huge PlayStation Network (PSN) has been down for a week now following the theft of ID and credit card data on some or all of the gaming and video entertainment network’s 77 million customer accounts. Readers have been asking for comment but I stay out of these things unless I have something new to contribute. That something finally comes a week into the crisis as gamers begin to wonder why the network is still not back in operation and speculate on what this all means to Sony? It’s a huge loss of face, if course, but beyond that the damage to Sony is minimal. And the upside for PSN members, including those involved in the many emerging class action lawsuits, is likely to be bupkes. Nothing.]]></description>
<dc:subject>business security sony gaming platforms z3</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:eea89eafe88d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:security"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:sony"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gaming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:platforms"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:z3"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://whatgamesare.com/2011/04/you-need-100000-game-development.html">
    <title>You Need $100,000 [Game Development] - What Games Are</title>
    <dc:date>2011-04-08T05:59:46+00:00</dc:date>
    <link>http://whatgamesare.com/2011/04/you-need-100000-game-development.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Probably the single biggest thing that stands between the idea of making a great game and the reality of actually doing it is the cost.

Even with agile practices in place, games need a certain level of development before they start to show their potential. The game actions need to extend, the loops need to be in place, the dynamic needs to be coming together and the wins need to build toward something. It needs to develop an aesthetic voice and style, work on the user experience and finally have some level of testing. These things take time and money.

How much? It varies massively depending on what it is, but the bare minimum is $100,000. If you find yourself pitching well below that, it usually portends trouble]]></description>
<dc:subject>business gamedesign gamedev gaming z3</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:6c2fdfd96ae9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gamedesign"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gamedev"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gaming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:z3"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://mynokiablog.com/2011/03/11/why-nokia-failed-2000-man-years-on-uis-that-didnt-work/">
    <title>“Why Nokia Failed – 2,000 man years on UIs that didn’t work” : My Nokia Blog</title>
    <dc:date>2011-03-11T12:59:34+00:00</dc:date>
    <link>http://mynokiablog.com/2011/03/11/why-nokia-failed-2000-man-years-on-uis-that-didnt-work/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Zane emailed us a very thorough article from The Register which described the necrotic core at Nokia. It reads to me that through mismanagement, failures were leading to a death of Nokia from the inside.

This will surely anger Symbian fans. I’m sure what ever Nokia does, media will perceive it as an awful thing. Nokia on Symbian? “Oh that’s awful, they should get rid of it”. Nokia not on Symbian “Oh that’s awful, why did they get rid of it”.]]></description>
<dc:subject>nokia business ui mobile</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:d1ad8dd6c369/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:nokia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:ui"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:mobile"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.theregister.co.uk/2011/03/10/nokia_ui_saga/">
    <title>Why Nokia failed: 'Wasted 2,000 man years' on UIs that didn't work • The Register</title>
    <dc:date>2011-03-11T12:58:59+00:00</dc:date>
    <link>http://www.theregister.co.uk/2011/03/10/nokia_ui_saga/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[When Nokia CEO Stephen Elop announced that Nokia was abandoning its development of its own smartphone platforms and APIs, and betting the farm on somebody else's, many people asked why it was necessary.

Nokia had spent 15 years trying to develop and maintain its own software, which it regarded as strategic to maintaining its independence. Elop's decisions have ensured that Nokia didn't just get another option to run alongside its own, but it would abandon these, writing off the investments it had already made. In his opinion, these weren't good enough.]]></description>
<dc:subject>business history nokia ui mobile</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:731673183084/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:history"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:nokia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:ui"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:mobile"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.youtube.com/watch?v=u6XAPnuFjJc">
    <title>Drive: The surprising truth about what motivates us</title>
    <dc:date>2011-03-10T08:48:18+00:00</dc:date>
    <link>http://www.youtube.com/watch?v=u6XAPnuFjJc</link>
    <dc:creator>DirkSonguer</dc:creator><dc:subject>business motivation psychology rewards teams video</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:f9fe3d1bb7eb/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:motivation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:psychology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:rewards"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:teams"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:video"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.designenlassen.de/">
    <title>Logo-Designer, Webdesigner, Grafik-Designer » designenlassen.de</title>
    <dc:date>2010-11-10T19:54:23+00:00</dc:date>
    <link>http://www.designenlassen.de/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Ob Logo-Design, Visitenkarte, Flyer, Webseite, Werbebanner... Stellen Sie jetzt Ihr Projekt ein und bewerten Sie bereits nach wenigen Stunden die ersten Designvorschläge.
]]></description>
<dc:subject>business community crowdsourcing design german graphics inspiration freelance</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:ccf65bcc4009/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:community"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:crowdsourcing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:german"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:graphics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:inspiration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:freelance"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.anecdote.com.au/archives/2010/10/an_approach_to.html">
    <title>Anecdote: An approach to mentoring</title>
    <dc:date>2010-10-20T08:42:05+00:00</dc:date>
    <link>http://www.anecdote.com.au/archives/2010/10/an_approach_to.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Sometimes you just need a few things to get started. I think this is the case for mentoring. We have been helping a company develop a mentoring culture and in typical Anecdote style we collected 50 stories of good and bad mentoring in the organisation and then help potential mentors draw lessons from these stories themselves. They learn that listening is more important that giving advice, that questions are more important than answers and the ability to tell a story is important to share experiences.
]]></description>
<dc:subject>corporate mentoring business information</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:ef34b0c9b9e7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:corporate"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:mentoring"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:information"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/schrage/2010/08/smartphone-transform-elevator-pitch.html">
    <title>How Your Smartphone Will Transform Your Elevator Pitch - Michael Schrage - Harvard Business Review</title>
    <dc:date>2010-08-23T08:38:04+00:00</dc:date>
    <link>http://blogs.hbr.org/schrage/2010/08/smartphone-transform-elevator-pitch.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Listening to good entrepreneurs make their pitch is great fun. How well, or poorly, they align their passion and persuasiveness to the product details reveals a lot. Are they pushing an idea or telling a story? Is it all about their own charisma or is the innovative idea the real hero? Are we having a conversation or am I being sold? How will they get me to "get it"?
]]></description>
<dc:subject>mobile presentation business visualization article english</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:b5eb75259c47/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:mobile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:presentation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:visualization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:article"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:english"/>
</rdf:Bag></taxo:topics>
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