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    <title>Pinboard (Vaguery)</title>
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    <description>recent bookmarks from Vaguery</description>
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	<rdf:li rdf:resource="https://www.berggruen.org/ideas/articles/getting-ahead-collectively-in-a-post-industrial-economy/"/>
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	<rdf:li rdf:resource="http://www.theatlantic.com/magazine/archive/2006/06/the-management-myth/304883/"/>
	<rdf:li rdf:resource="http://arxiv.org/abs/1605.08197"/>
	<rdf:li rdf:resource="https://modelviewculture.com/pieces/can-coops-revolutionize-the-tech-industry"/>
	<rdf:li rdf:resource="http://www.cringely.com/2015/06/24/the-u-s-computer-industry-is-dying-and-ill-tell-you-exactly-who-is-killing-it-and-why/"/>
	<rdf:li rdf:resource="https://medium.com/matter/the-flexibility-farce-fabf24dc4c4"/>
	<rdf:li rdf:resource="https://www.youtube.com/watch?v=NnFeIt-uaEc"/>
	<rdf:li rdf:resource="http://www.ribbonfarm.com/2015/05/28/the-amazing-shrinking-org-chart/"/>
	<rdf:li rdf:resource="http://sethgodin.typepad.com/seths_blog/2015/04/i-am-anti-business.html"/>
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	<rdf:li rdf:resource="http://indalogenesis.com/2014/01/08/whose-knowledge/"/>
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	<rdf:li rdf:resource="http://pro.gigaom.com/blog/a-reworking-of-work/"/>
	<rdf:li rdf:resource="http://jenamiller.com/notes-from-a-hired-pen/there-is-no-free-in-freelance/"/>
	<rdf:li rdf:resource="http://www.guardian.co.uk/commentisfree/2012/jun/24/alternative-capitalism-mondragon"/>
	<rdf:li rdf:resource="http://www.journalism.org/analysis_report/search_new_business_model"/>
	<rdf:li rdf:resource="http://blogs.hbr.org/ideacast/2011/11/fire-all-the-managers.html"/>
	<rdf:li rdf:resource="http://www.newdeal20.org/2011/06/27/is-your-boss-really-in-business-to-create-jobs-49622/"/>
	<rdf:li rdf:resource="http://www.readwriteweb.com/start/2011/06/paul-graham-offers-some-number.php?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+readwriteweb+%28ReadWriteWeb%29"/>
	<rdf:li rdf:resource="http://www.feld.com/wp/archives/2011/06/how-not-to-start-a-relationship.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed:+FeldThoughts+(Feld+Thoughts)"/>
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	<rdf:li rdf:resource="http://seekingalpha.com/article/269932-bitstream-management-discusses-q1-2011-results-earnings-call-transcript?source=feed"/>
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	<rdf:li rdf:resource="http://mpra.ub.uni-muenchen.de/23680/"/>
	<rdf:li rdf:resource="http://bettermeans.com/front/?page_id=306"/>
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	<rdf:li rdf:resource="http://seekingalpha.com/article/200993-apple-google-vs-the-telecom-giants?source=feed"/>
	<rdf:li rdf:resource="http://paul.kedrosky.com/archives/2010/04/drunks_a_wall_e.html"/>
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	<rdf:li rdf:resource="http://sethgodin.typepad.com/seths_blog/2010/04/secrets-of-the-biggest-selling-launch-ever.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+typepad%2Fsethsmainblog+(Seth's+Blog)"/>
	<rdf:li rdf:resource="http://www.exampler.com/blog/2010/04/04/about-business-value/"/>
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	<rdf:li rdf:resource="http://blogs.hbr.org/haque/2010/03/the_new_paradigm_of_advantage.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+harvardbusiness%2Fhaque+(Umair+Haque+on+HBR.org)"/>
	<rdf:li rdf:resource="http://www.skorks.com/2010/02/did-your-boss-thank-you-for-coding-yourself-to-death/"/>
	<rdf:li rdf:resource="http://hbswk.hbs.edu/item/6374.html"/>
	<rdf:li rdf:resource="http://dangerouslyawesome.com/2010/03/four-keys-to-business/"/>
	<rdf:li rdf:resource="http://yearofhustle.com/amy"/>
	<rdf:li rdf:resource="http://smartregion.org/2010/02/co-working-makes-for-cool-cities/"/>
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	<rdf:li rdf:resource="http://go-to-hellman.blogspot.com/2010/01/offline-book-lending-costs-us.html"/>
	<rdf:li rdf:resource="http://www.calculatedriskblog.com/2009/12/ny-times-recession-cases-flooding.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+CalculatedRisk+(Calculated+Risk)"/>
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	<rdf:li rdf:resource="http://voices.washingtonpost.com/ezra-klein/2009/11/what_is_waste_in_medicine.html"/>
	<rdf:li rdf:resource="http://www.sadlyno.com/archives/26350.html"/>
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	<rdf:li rdf:resource="http://calacanis.com/2009/10/09/why-startups-shouldnt-have-to-pay-to-pitch-angel-investors/"/>
	<rdf:li rdf:resource="http://www.cjr.org/campaign_desk/chamber_of_confusion.php?page=all"/>
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	<rdf:li rdf:resource="http://www.fistfuloftalent.com/2009/09/what-the-future-of-hr-is-not-learning-but-should-be-guest-post-final.html"/>
	<rdf:li rdf:resource="http://seekingalpha.com/article/159660-newspapers-and-the-meaning-of-membership?source=feed"/>
	<rdf:li rdf:resource="http://blogs.harvardbusiness.org/hbr/hbr-now/2009/08/a-new-approach-to-economics.html"/>
	<rdf:li rdf:resource="http://www.thenetworkthinker.com/2009/08/fireside-chat-with-ed-valdis.html"/>
	<rdf:li rdf:resource="http://www.theatlantic.com/doc/200606/stewart-business/1"/>
	<rdf:li rdf:resource="http://firedoglake.com/2009/07/19/fdl-book-salon-welcomes-scott-page-the-difference/"/>
	<rdf:li rdf:resource="http://www.stoweboyd.com/message/2009/08/whats-a-big-city-without-a-newspaper---nytimescom.html"/>
	<rdf:li rdf:resource="http://www.kickstarter.com/learn-more"/>
	<rdf:li rdf:resource="http://emergentfool.com/2009/04/20/revolutionizing-angel-funding/"/>
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    </items>
  </channel><item rdf:about="https://smithery.com/2020/12/01/starting-with-zenko-mapping/">
    <title>Zenko Mapping - A Video Introduction</title>
    <dc:date>2025-01-12T17:03:28+00:00</dc:date>
    <link>https://smithery.com/2020/12/01/starting-with-zenko-mapping/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[I was delighted to be asked to speak about Zenko Mapping at the Marketing Society’s Brave Get Together conference last month, especially given how many]]></description>
<dc:subject>design planning retrospectives business-culture rather-interesting via:mymarkup</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:fc612f40573c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:planning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:retrospectives"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:rather-interesting"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:via:mymarkup"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.berggruen.org/ideas/articles/getting-ahead-collectively-in-a-post-industrial-economy/">
    <title>Getting Ahead Collectively in a Post-Industrial Economy - Ideas - Berggruen Institute</title>
    <dc:date>2020-05-04T12:00:19+00:00</dc:date>
    <link>https://www.berggruen.org/ideas/articles/getting-ahead-collectively-in-a-post-industrial-economy/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[Worker cooperatives—employee-owned and democratically managed enterprises—have become increasingly common in the United States. Recent studies by cooperative development organizations have identified several areas that must be addressed for growth to continue: finance, human capital, business support, and culture. This study extends those findings through literature review, institutional analysis, and interviews with key actors in the US worker coop ecosystem. It concludes with a discussion of promising areas for research and policy attention, especially the potential role of public finance and technical assistance programs.

]]></description>
<dc:subject>coops political-economy business-culture institutional-design rather-interesting to-read via:several economics cultural-norms post-normal-society</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:707efadf12f7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:coops"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:institutional-design"/>
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</item>
<item rdf:about="https://www.ribbonfarm.com/2017/11/09/ceos-dont-steer/">
    <title>CEOs Don’t Steer</title>
    <dc:date>2017-11-14T12:03:21+00:00</dc:date>
    <link>https://www.ribbonfarm.com/2017/11/09/ceos-dont-steer/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[This is why CEOs are different from other kinds of leaders. Leaders in other societal roles are typically not the stewards of any source of promethean energy. Instead, they are involved with directing and routing second-order effects that drain it. So they can afford to steer and be clever about it. They are zero-sum carve-the-pie leaders (which is important too, just not the point of this post).

But CEOs don’t steer.

What is good for countries, militaries, and art movements is not good for companies (and conversely, when the Trumps, Modis, and Xi Jinpengs bring CEO-like orientation-locking tendencies to inclusive governance jobs that require non-trivial steering, the results are usually not pretty).

]]></description>
<dc:subject>business-culture leadership corporatism worklife a-reasonable-assessment myths-of-the-managers</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:a06044071f04/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:a-reasonable-assessment"/>
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</item>
<item rdf:about="http://www.theatlantic.com/magazine/archive/2006/06/the-management-myth/304883/">
    <title>The Management Myth - The Atlantic</title>
    <dc:date>2016-08-15T12:51:16+00:00</dc:date>
    <link>http://www.theatlantic.com/magazine/archive/2006/06/the-management-myth/304883/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[At its best, management theory is part of the democratic promise of America. It aims to replace the despotism of the old bosses with the rule of scientific law. It offers economic power to all who have the talent and energy to attain it. The managerial revolution must be counted as part of the great widening of economic opportunity that has contributed so much to our prosperity. But, insofar as it pretends to a kind of esoteric certitude to which it is not entitled, management theory betrays the ideals on which it was founded.

That Taylorism and its modern variants are often just a way of putting labor in its place need hardly be stated: from the Hungarians’ point of view, the pig iron experiment was an infuriatingly obtuse way of demanding more work for less pay. That management theory represents a covert assault on capital, however, is equally true. (The Soviet five-year planning process took its inspiration directly from one of Taylor’s more ardent followers, the engineer H. L. Gantt.) Much of management theory today is in fact the consecration of class interest—not of the capitalist class, nor of labor, but of a new social group: the management class.

]]></description>
<dc:subject>management philosophy history Taylorism business-culture</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:7d37651280e9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:management"/>
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</item>
<item rdf:about="http://arxiv.org/abs/1605.08197">
    <title>[1605.08197] Centrality in the Global Network of Corporate Control</title>
    <dc:date>2016-07-24T11:49:05+00:00</dc:date>
    <link>http://arxiv.org/abs/1605.08197</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[Corporations across the world are highly interconnected in a large global network of corporate control. This paper investigates the global board interlock network, covering 400,000 firms linked through 1,700,000 edges representing shared directors between these firms. The main focus is on the concept of centrality, which is used to investigate the embeddedness of firms from a particular country within the global network. The study results in three contributions. First, to the best of our knowledge for the first time we can investigate the topology as well as the concept of centrality in corporate networks at a global scale, allowing for the largest cross-country comparison ever done in interlocking directorates literature. We demonstrate, amongst other things, extremely similar network topologies, yet large differences between countries when it comes to the relation between economic prominence indicators and firm centrality. Second, we introduce two new metrics that are specifically suitable for comparing the centrality ranking of a partition to that of the full network. Using the notion of centrality persistence we propose to measure the persistence of a partition's centrality ranking in the full network. In the board interlock network, it allows us to assess the extent to which the footprint of a national network is still present within the global network. Next, the measure of centrality ranking dominance tells us whether a partition (country) is more dominant at the top or the bottom of the centrality ranking of the full (global) network. Finally, comparing these two new measures of persistence and dominance between different countries allows us to classify these countries based the their embeddedness, measured using the relation between the centrality of a country's firms on the national and the global scale of the board interlock network.
]]></description>
<dc:subject>social-networks corporatism sociology rather-interesting business-culture oligarchy</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:3817e71214cb/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:sociology"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:oligarchy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://modelviewculture.com/pieces/can-coops-revolutionize-the-tech-industry">
    <title>Can Coops Revolutionize the Tech Industry? by Gabrielle Anctil | Model View Culture</title>
    <dc:date>2016-03-21T10:57:27+00:00</dc:date>
    <link>https://modelviewculture.com/pieces/can-coops-revolutionize-the-tech-industry</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[Spoiler alert: I love coops.

I do more than just love them, in fact. I believe they can be something of a revolutionary tool for the greater good. Coops have democracy and horizontal decision making processes encased in their DNA. They generally have strong community values and believe in transparency. In a coop, technically, everybody has a voice. And while none of them are perfect, of course, the fact that democracy is so central to the making of a coop generally means that if somebody brings up an important issue – say, oppression – then it cannot be swept under the rug.

When it comes to the world of tech, where inclusivity is still a fight to be fought, I think worker coops can be a powerful weapon.

No wonder I work in one of them.

I started at Koumbit about a year ago, drawn to the values it embodied. But, as a full-time feminist, I was still suspicious of my new work environment: “If this place is so good for women,” I thought, “then why are there only 4 of us on a team of 12 people?”

]]></description>
<dc:subject>via:adrianh collaboration co-op business-culture business-model disintermediation-in-action startup-culture-must-die</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:b16fc786baf1/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:startup-culture-must-die"/>
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</item>
<item rdf:about="http://www.cringely.com/2015/06/24/the-u-s-computer-industry-is-dying-and-ill-tell-you-exactly-who-is-killing-it-and-why/">
    <title>I, Cringely The U.S. computer industry is dying and I’ll tell you exactly who is killing it and why - I, Cringely</title>
    <dc:date>2015-06-27T11:53:23+00:00</dc:date>
    <link>http://www.cringely.com/2015/06/24/the-u-s-computer-industry-is-dying-and-ill-tell-you-exactly-who-is-killing-it-and-why/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[Now look at the American IT industry in a similar light. American companies have been pretending to offer a superior product for a superior price while simultaneously cutting costs and cheating customers. Do you think IBM respects its customers? They don’t. But what if they did? What if IBM — or any other U.S. IT services company for that matter — actually offered the kind of customer service they pretend they do? What if they solved customer problems instantly? What if they anticipated customer problems and solved them before those problems even appeared? You think that can’t be done? It can be done. And the company that can do it will be able to charge whatever they like and customers will gladly pay it.

True mastery, that’s what we’ve lost. No, we haven’t lost it: we threw it away.

]]></description>
<dc:subject>corporatism business-culture cultural-assumptions financial-crisis bigger-than-just-that</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:819ababf6bca/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:corporatism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:cultural-assumptions"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:financial-crisis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:bigger-than-just-that"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://medium.com/matter/the-flexibility-farce-fabf24dc4c4">
    <title>Quit Your Job and Go to Work — Matter — Medium</title>
    <dc:date>2015-06-22T11:19:32+00:00</dc:date>
    <link>https://medium.com/matter/the-flexibility-farce-fabf24dc4c4</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[Since the recession, millions of workers have taken part-time gigs when they’d prefer to have full-time ones — especially in hospitality and retail. And those part-time jobs increasingly jerk the workers around: In a University of Chicago study of young workers in hourly jobs, 41 percent said they got their shifts a week or less in advance. It gets worse from there: as a recent story in Harper’s Magazine laid out, companies use software to track customer flow down to the minute; resulting in managers who ask workers to be on call for work shifts, or clock out while on the job and hang around without pay during slow times to see if the workflow will pick up. Sarah Leberstein is a senior staff attorney from the National Employment Law Project, which has been monitoring the hellish scheduling practices. “The companies want to unload all the flexibility onto the workers, but workers can’t afford to live in such a state of flux.”

]]></description>
<dc:subject>worklife risk postnormal business-culture capitalism not-the-sharing-we-mean</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:f27bd06aae9a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:risk"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:postnormal"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:capitalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:not-the-sharing-we-mean"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://www.youtube.com/watch?v=NnFeIt-uaEc">
    <title>▶ Simon Wardley OSCON 2014 Keynote: &quot;Introduction to Value Chain Mapping&quot; - YouTube</title>
    <dc:date>2015-06-14T12:30:44+00:00</dc:date>
    <link>https://www.youtube.com/watch?v=NnFeIt-uaEc</link>
    <dc:creator>Vaguery</dc:creator><dc:subject>management business-culture rather-interesting insight</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:335e5088f7b1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:rather-interesting"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:insight"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.ribbonfarm.com/2015/05/28/the-amazing-shrinking-org-chart/">
    <title>The Amazing, Shrinking Org Chart</title>
    <dc:date>2015-06-14T12:15:30+00:00</dc:date>
    <link>http://www.ribbonfarm.com/2015/05/28/the-amazing-shrinking-org-chart/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[After a century of subservience, the social graph had reasserted its authority over the impoverished org chart. Up become the direction of increasing disorientedness. Inside became the direction of increasing disconnectedness from reality.

]]></description>
<dc:subject>institutional-design organizational-behavior worklife mythology quite-good business-culture management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:4400ff11b00d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:institutional-design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:organizational-behavior"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:mythology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:quite-good"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://sethgodin.typepad.com/seths_blog/2015/04/i-am-anti-business.html">
    <title>Seth's Blog: I am 'anti-business', you might be too</title>
    <dc:date>2015-04-19T11:38:21+00:00</dc:date>
    <link>http://sethgodin.typepad.com/seths_blog/2015/04/i-am-anti-business.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[If anti-business means supporting a structure that builds a foundation where more people can flourish over time, then sign me up.

A more interesting conversation, given how thoroughly intertwined business and social issues are, is whether someone is short-term or long-term. Not all long-term ideas are good ones, not all of them work, but it makes no sense to confuse them with the label of anti-business.

]]></description>
<dc:subject>business-culture conservatism corporatism pol</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:6bb51108b736/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:conservatism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:corporatism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:pol"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://sethgodin.typepad.com/seths_blog/2014/08/end-of-summer-book-roundup.html">
    <title>Seth's Blog: Why don't authors compete?</title>
    <dc:date>2014-08-31T12:17:53+00:00</dc:date>
    <link>http://sethgodin.typepad.com/seths_blog/2014/08/end-of-summer-book-roundup.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[It's not a zero-sum game. It's an infinite game, one where we each seek to help ideas spread and lives change.

It turns out that in most industries in the connection economy, that's precisely what works. People happily tweet each other's handles to their followers and give references to others that are looking for jobs. When a business that's comfortable not having 100% market share happily recommends a competitor, they're sending a signal about trust and confidence and most of all, about feeding the community first.

]]></description>
<dc:subject>game-theory worklife business-culture startup-culture-must-die public-policy political-economy</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:94ceb8d4c194/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:game-theory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:startup-culture-must-die"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:public-policy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:political-economy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://indalogenesis.com/2014/01/08/whose-knowledge/">
    <title>Without people there is no knowledge | In the Flow</title>
    <dc:date>2014-01-31T14:07:05+00:00</dc:date>
    <link>http://indalogenesis.com/2014/01/08/whose-knowledge/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[While there is clearly a need to maintain corporate information, managing records effectively to help with decision making and to meet statutory compliance, companies need to recognise the necessity and power of shared knowledge too. The first step is to recognise the importance and centrality of their people to knowledge management. The next is to embrace the concept of knowledge residing in the network rather than with any one individual. Companies need to encourage their knowledge workers to cultivate relationships, building networks of contacts through both their physical and online interactions. As Harold Jarche observes in a recent Change Agents Worldwide post on The Network Era, ‘Knowledge in a network is about connecting experiences, relationships, and situations.’

People need to know who to turn to rather than have all the answers themselves. They have to accept that relationship management is inextricably linked to knowledge management in the network era.

]]></description>
<dc:subject>network-culture knowledge business-culture knowledge-management admonition</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:68a8553704c6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:network-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:knowledge"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:knowledge-management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:admonition"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://stumblingandmumbling.typepad.com/stumbling_and_mumbling/2013/10/managerialism-the-culture-war.html">
    <title>Stumbling and Mumbling: Managerialism &amp; the culture war</title>
    <dc:date>2013-10-29T12:16:06+00:00</dc:date>
    <link>http://stumblingandmumbling.typepad.com/stumbling_and_mumbling/2013/10/managerialism-the-culture-war.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[If we're being kind, this is an example of deformation professionelle - the tendency of any profession to exaggerate the general applicability of its own peculiar value system. This can be aggravated by a selection effect; managers recruit people in their own image, which causes managerialism's "punitive quantification" to spread.

If we're being less kind, we could call this a form of totalitarianism - the attemtpt to impose a single value system or ideology upon society, to the exclusion of alternative cultures.

]]></description>
<dc:subject>professionalism culture-war management business-culture what-gets-measured-gets-fudged interesting</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:10e74b2069d0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:professionalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:culture-war"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:what-gets-measured-gets-fudged"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:interesting"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://pro.gigaom.com/blog/a-reworking-of-work/">
    <title>We don’t need a rethinking of management. We need a reworking of work. — GigaOM Pro</title>
    <dc:date>2013-10-06T12:13:04+00:00</dc:date>
    <link>http://pro.gigaom.com/blog/a-reworking-of-work/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[The creative, cognitive work that most workers perform is increasingly indistinguishable from what managers do, except the creative/cognitive worker is managing their own work, and cooperatively co-managing the work of those that they are connected with. Some of these people are called managers, but less so all the time. Management is becoming a distributed and emergent property of people working in social networks, instead of an extrinsic and imposed property of hierarchy.

]]></description>
<dc:subject>postnormal worklife business-culture cultural-assumptions peer-production</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:824cf08db73a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:postnormal"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:cultural-assumptions"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:peer-production"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://jenamiller.com/notes-from-a-hired-pen/there-is-no-free-in-freelance/">
    <title>There is no “free” in “freelance” « Jen A. Miller</title>
    <dc:date>2013-03-07T12:31:26+00:00</dc:date>
    <link>http://jenamiller.com/notes-from-a-hired-pen/there-is-no-free-in-freelance/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[People always want something for free. The easiest way to change that expectation – and not get caught in that trap – is to say no.
]]></description>
<dc:subject>worklife freelancers creativity business-culture writing publishing</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:c42a04cb440b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:freelancers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:writing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:publishing"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.guardian.co.uk/commentisfree/2012/jun/24/alternative-capitalism-mondragon">
    <title>Yes, there is an alternative to capitalism: Mondragon shows the way | Richard Wolff | Comment is free | guardian.co.uk</title>
    <dc:date>2012-08-28T18:34:26+00:00</dc:date>
    <link>http://www.guardian.co.uk/commentisfree/2012/jun/24/alternative-capitalism-mondragon</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[The largest corporation in the Basque region, MC is also one of Spain's top ten biggest corporations (in terms of sales or employment). Far better than merely surviving since its founding in 1956, MC has grown dramatically. Along the way, it added a co-operative bank, Caja Laboral (holding almost $25bn in deposits in 2010). And MC has expanded internationally, now operating over 77 businesses outside Spain. MC has proven itself able to grow and prosper as an alternative to – and competitor of – capitalist organizations of enterprise.

During my visit, in random encounters with workers who answered my questions about their jobs, powers, and benefits as cooperative members, I found a familiarity with and sense of responsibility for the enterprise as a whole that I associate only with top managers and directors in capitalist enterprises. The easy conversation (including disagreement), for instance, between assembly-line workers and top managers inside the Fagor washing-machine factory we inspected was similarly remarkable.

Our MC host on the visit reminded us twice that theirs is a co-operative business with all sorts of problems:

"We are not some paradise, but rather a family of co-operative enterprises struggling to build a different kind of life around a different way of working."

Nonetheless, given the performance of Spanish capitalism these days – 25% unemployment, a broken banking system, and government-imposed austerity (as if there were no alternative to that either) – MC seems a welcome oasis in a capitalist desert.]]></description>
<dc:subject>worklife capitalism labor-as-capital business-culture business-model economic-development-will-destroy-the-city</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:f8c8625eb9a5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:capitalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:labor-as-capital"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:economic-development-will-destroy-the-city"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.journalism.org/analysis_report/search_new_business_model">
    <title>The Search for a New Business Model | Project for Excellence in Journalism (PEJ)</title>
    <dc:date>2012-03-06T12:08:24+00:00</dc:date>
    <link>http://www.journalism.org/analysis_report/search_new_business_model</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["The industry is inhibited by several obstacles that executives themselves candidly acknowledge. One involves the difficulty of changing the behavior of people trained in the ways of a mature and monopolistic industry. Still another is the unavoidable fact that the part of the newspaper industry that is growing, digital, continues to provide only a small part of the revenue, while the part that is shrinking, print, provides most of the money-a paradox that is difficult to navigate and hard to resist. One pervasive feeling is that 15 years into the digital transition, executives still feel they are in the early stages of figuring out a how to proceed."]]></description>
<dc:subject>journalism disintermediation-in-action business-culture monopoly can-we-build-a-wall-with-bricks-and-mortar?</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:f4b0fb99aafb/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:journalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:disintermediation-in-action"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:monopoly"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:can-we-build-a-wall-with-bricks-and-mortar?"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/ideacast/2011/11/fire-all-the-managers.html">
    <title>Fire All the Managers - HBR IdeaCast - Harvard Business Review</title>
    <dc:date>2011-12-11T12:45:45+00:00</dc:date>
    <link>http://blogs.hbr.org/ideacast/2011/11/fire-all-the-managers.html</link>
    <dc:creator>Vaguery</dc:creator><dc:subject>via:ronjeffries business-culture agile-management heterarchical-organization organizational-behavior</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:bdcd791e9277/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:via:ronjeffries"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:agile-management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:heterarchical-organization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:organizational-behavior"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.newdeal20.org/2011/06/27/is-your-boss-really-in-business-to-create-jobs-49622/">
    <title>Is Your Boss Really in Business to Create Jobs? » New Deal 2.0</title>
    <dc:date>2011-08-02T14:32:06+00:00</dc:date>
    <link>http://www.newdeal20.org/2011/06/27/is-your-boss-really-in-business-to-create-jobs-49622/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["No, Mr. President, we’re not in this together with corporate America. Corporations are in it to maximize profits and boost CEO salaries, not help the U.S. economy or put people back to work.

With no “healthy increase in demand,” on the horizon and unemployment heading back up, the President has talked more about government-led solutions that would actually create jobs in America. Near the end of his address on Afghanistan, and in a full-throated pitch at a Democratic fundraiser in New York City the next evening, Obama called for investments in education, infrastructure, and clean energy at home.

Democratic leaders in Congress have also started to sharpen their focus on the failure of corporations to create jobs at home. Nancy Pelosi’s reaction to the Majority Leader Eric Cantor’s walking away from budget talks was, “”Yes, we do want to remove tax subsidies for big oil, we want to remove tax breaks for corporations that send jobs overseas… ”"]]></description>
<dc:subject>financial-crisis economics business-culture corporatism jobs unemployment figure-ground-error</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:f1dd34a289ec/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:financial-crisis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:corporatism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:jobs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:unemployment"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:figure-ground-error"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.readwriteweb.com/start/2011/06/paul-graham-offers-some-number.php?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+readwriteweb+%28ReadWriteWeb%29">
    <title>Paul Graham Offers Some Numbers on the Success of Y Combinator's Startups</title>
    <dc:date>2011-06-05T13:28:53+00:00</dc:date>
    <link>http://www.readwriteweb.com/start/2011/06/paul-graham-offers-some-number.php?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+readwriteweb+%28ReadWriteWeb%29</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Graham notes that funding, while easy to measure, isn't necessarily the best way to gauge the success of the program's startups. "Getting funded is not success. It's just something that makes success more likely." But if the standard measurement for success is value, and if value is measured by exits, then the 6 years of YC's existence isn't quite long enough to adequately assess this. Of the 300-plus startups, "just" 25 YC companies have been acquired, 5 of them for over $10 million, and Graham says that he's estimated the values of the rest of the companies based on these acquisition figures in order to gauge that the average value of companies Y Combinator has funded to be roughly $22 million.

But coming up with an adequate measurement for success isn't really the point, says Graham. "The real lesson here though is how long it takes to measure performance in this business. We're 6 years in, and we could easily be off by 3x in either direction. Startup outcomes are unpredictable, and the outcomes of their investors doubly so, because it's hard to say whether the big successes are repeatable, or if the investors just got lucky. Even 6 years in, all we can say is that the numbers look encouraging so far.""]]></description>
<dc:subject>metrics business-culture startups Y-Combinator diversity portfolio-theory-in-practice</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:0c5cab1b9d5e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:metrics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:startups"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Y-Combinator"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:diversity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:portfolio-theory-in-practice"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.feld.com/wp/archives/2011/06/how-not-to-start-a-relationship.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed:+FeldThoughts+(Feld+Thoughts)">
    <title>How Not To Start A Relationship</title>
    <dc:date>2011-06-01T18:15:01+00:00</dc:date>
    <link>http://www.feld.com/wp/archives/2011/06/how-not-to-start-a-relationship.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed:+FeldThoughts+(Feld+Thoughts)</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["It amazes me that 50+ people could suddenly come out of the woodwork in an effort to “build a new relationship that’s not really a relationship” thinking it would give them an opportunity, or even an advantage, in the context of a set of hot companies.

When I think about the relationships I’ve developed, whether it be with investment bankers, LPs, co-investors, or anyone else, they evolve over a period of time. They don’t require boondoggles or fancy things; they require sincerity and substantive interaction over a long period of time. Then, when there are moments of opportunity, these are the people that I go to (and hopefully who come to me.)

There suddenly seem to be an abundance of “transaction relationships” out there. Entrepreneurs beware."]]></description>
<dc:subject>economic-development-will-destroy-the-city bubble venture-capital business-culture via:pkedrosky</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:cab252a60ee6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:economic-development-will-destroy-the-city"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:bubble"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:venture-capital"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:via:pkedrosky"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://mashable.com/2011/05/13/likeonomics-rohit-bhargava/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+Mashable+%28Mashable%29">
    <title>HOW TO: Make Your PR &amp; Marketing Believable</title>
    <dc:date>2011-05-15T13:02:50+00:00</dc:date>
    <link>http://mashable.com/2011/05/13/likeonomics-rohit-bhargava/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+Mashable+%28Mashable%29</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[“Affinity has become the new secret weapon — we believe in people and companies that we like,” said Bhargava. For those in the public relations and marketing industries, it is important to gain back the trust they’ve lost from consumers by understanding what makes people, ideas and organizations more believable.]]></description>
<dc:subject>marketing corporations business-culture business-opportunity humane-work</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:feee08347717/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:marketing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:corporations"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-opportunity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:humane-work"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://mashable.com/2011/05/13/open-source-students/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+Mashable+%28Mashable%29">
    <title>How Open Source Projects Can Prepare Students for Better Careers</title>
    <dc:date>2011-05-14T13:46:28+00:00</dc:date>
    <link>http://mashable.com/2011/05/13/open-source-students/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+Mashable+%28Mashable%29</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[Working within a FOSS project community brings new benefits. First, there’s the real-world experience of participating in a distributed team. More and more of the world’s software projects are developed in highly connected developer communities around the globe, regardless of whether they are public and liberally licensed or closed and proprietary. The communications and social skills learned from an experience like this will be essential.

Development skills will also be honed. This is achieved through constructive feedback and the experience of working within a mature, well-run FOSS project team. This experience provides version control, configuration management tools, regular automated builds, and testing and packaging issues. These are essential professional software development skills that are seldom well-taught in formal school settings.

]]></description>
<dc:subject>open-source business-culture training collaboration business-school gift-economy-has-its-nose-under-the-tent</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:677f9b89b3e4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:open-source"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:training"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-school"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:gift-economy-has-its-nose-under-the-tent"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://seekingalpha.com/article/269932-bitstream-management-discusses-q1-2011-results-earnings-call-transcript?source=feed">
    <title>Bitstream Management Discusses Q1 2011 Results - Earnings Call Transcript - Seeking Alpha</title>
    <dc:date>2011-05-14T12:50:22+00:00</dc:date>
    <link>http://seekingalpha.com/article/269932-bitstream-management-discusses-q1-2011-results-earnings-call-transcript?source=feed</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Now I'll go to the e-commerce MyFonts.com business. MyFonts.com continues to grow, recording its highest quarterly revenue since inception during the first quarter of 2011. First quarter, 2011, MyFonts revenue was up 25% year-over-year. MyFonts revenue growth was driven by new user acquisition and the addition of Webfonts. Over 70,000 new users registered in MyFonts during the first quarter.
As we discussed on the last earnings call, MyFonts introduced Webfonts in January of this year as a way to offer customers a streamlined way to purchase and manage fonts for their websites. Webfonts enabled publishers of Webfonts -- of webpages to use any font just like print media. Before Webfonts, web designers were limited to a certain fonts like Times New Roman and Arial."]]></description>
<dc:subject>web-design investing earnings-calls typography business-culture webfonts</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:Vaguery/b:2292bb0b57c6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:web-design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:investing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:earnings-calls"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:typography"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:webfonts"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.wilshipley.com/2011/04/success-and-farming-vs-mining.html">
    <title>Call Me Fishmeal.: Success, and Farming vs. Mining</title>
    <dc:date>2011-04-17T14:31:30+00:00</dc:date>
    <link>http://blog.wilshipley.com/2011/04/success-and-farming-vs-mining.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["The idea part is cheap. Try to think of an idea that’s actually worth something on its own. “I wish I’d thought up the web browser.” Bullshit. The web browser had been thought up at least twenty years before those high-energy frogs coded one up on NeXTstep (c.f. Dynabook, 1968). It was the actual shipping product they wrote that caused the internet revolution, not the idea."]]></description>
<dc:subject>entrepreneurship entrepreneurship-as-pathology cultural-assumptions business-culture capital_types-of project-management sustainability</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:f4b3bc033f93/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurship-as-pathology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:cultural-assumptions"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:capital_types-of"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:project-management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:sustainability"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://economistsview.typepad.com/economistsview/2010/09/greed-may-not-be-good-for-the-economy-but-envy-is-worse.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+EconomistsView+(Economist's+View+(EconomistsView))">
    <title>Economist's View: &quot;Greed May Not be Good for the Economy, but Envy is Worse&quot;</title>
    <dc:date>2010-09-27T11:21:01+00:00</dc:date>
    <link>http://economistsview.typepad.com/economistsview/2010/09/greed-may-not-be-good-for-the-economy-but-envy-is-worse.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+EconomistsView+(Economist's+View+(EconomistsView))</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["People aren't envious, they are frustrated and furious with a system that causes them to lose equity in their homes, have their retirement funds evaporate, have their employment prospects plummet, while at the same time bailing out those at the top who caused the problems.…"
]]></description>
<dc:subject>Christianity business-culture financial-crisis bankers-should-start-avoiding-lampposts-right-about-now</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:1b8fa2864e72/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Christianity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:financial-crisis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:bankers-should-start-avoiding-lampposts-right-about-now"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://economistsview.typepad.com/economistsview/2010/09/greed-may-not-be-good-for-the-economy-but-envy-is-worse.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+EconomistsView+%28Economist%27s+View+%28EconomistsView%29%29">
    <title>Economist's View: &quot;Greed May Not be Good for the Economy, but Envy is Worse&quot;</title>
    <dc:date>2010-09-27T11:21:01+00:00</dc:date>
    <link>http://economistsview.typepad.com/economistsview/2010/09/greed-may-not-be-good-for-the-economy-but-envy-is-worse.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+EconomistsView+%28Economist%27s+View+%28EconomistsView%29%29</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["People aren't envious, they are frustrated and furious with a system that causes them to lose equity in their homes, have their retirement funds evaporate, have their employment prospects plummet, while at the same time bailing out those at the top who caused the problems.…"]]></description>
<dc:subject>Christianity business-culture financial-crisis bankers-should-start-avoiding-lampposts-right-about-now</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:087d86dc2462/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Christianity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:financial-crisis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:bankers-should-start-avoiding-lampposts-right-about-now"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://mpra.ub.uni-muenchen.de/23680/">
    <title>Fair value on commons-based intellectual property assets: Lessons of an estimation over Linux kernel. - Munich RePEc Personal Archive</title>
    <dc:date>2010-07-28T23:22:40+00:00</dc:date>
    <link>http://mpra.ub.uni-muenchen.de/23680/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Actual accounting systems are based on transactions. But in the current, knowledge-based economy much of the value creation precedes, sometimes by years, the occurrence of transactions. Until then, the accounting system does not register any value created in contrast to the investments made into R&D, which are fully expensed. This difference, between how the accounting system is handling value created and is handling investments into value creation, is the major reason for the growing disconnect between market values and financial information."
]]></description>
<dc:subject>open-source accounting business-culture economics finance</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:1c8c36eb4946/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:open-source"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:accounting"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:finance"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://bettermeans.com/front/?page_id=306">
    <title>open enterprise manifesto | bettermeans.com</title>
    <dc:date>2010-06-29T13:44:13+00:00</dc:date>
    <link>http://bettermeans.com/front/?page_id=306</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["The Open Enterprise is a new organizational design. Unlike organizations using traditional management structures, Open Enterprises replace the command and control hierarchy with a meritocracy based on collaboration and open participation.

Organizations that adopt this new organizational structure can make decisions faster and respond quicker to their markets. They look more like living dynamic networks, and less like pyramids. People working in these organizations will have (and feel) more ownership. They’re more engaged in their work, and have the freedom to work on what they want, when they want to. Most importantly this model enables people to once again bring their full humanity – values, beliefs and passions – to the workplace, removing disconnect between organizational and personal values"
]]></description>
<dc:subject>worklife transparency coworking collaboration business-culture not-an-employee</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:06c4b0f9bf46/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:transparency"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:coworking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:not-an-employee"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="https://blogs.zoho.com/general/why-we-haven-t-taken-venture-capital">
    <title>Why We Haven't Taken Venture Capital | Zoho Blogs</title>
    <dc:date>2010-06-09T11:58:08+00:00</dc:date>
    <link>https://blogs.zoho.com/general/why-we-haven-t-taken-venture-capital</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["What is the primary difference? Ultimately it comes down to the question of "exit". As a founder, I have no interest in exit or liquidity. I am in business to run a business, not to run away from it. Or as Warren Buffet puts it: Our favorite holding period is forever."
]]></description>
<dc:subject>worklife entrepreneurship-as-pathology business-culture venture-capital startup-culture-must-improve</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:75f2707baf22/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurship-as-pathology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:venture-capital"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:startup-culture-must-improve"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://robots.thoughtbot.com/post/573974669/finding-a-great-place-to-work">
    <title>Finding A Great Place To Work - GIANT ROBOTS SMASHING INTO OTHER GIANT ROBOTS</title>
    <dc:date>2010-05-14T15:04:35+00:00</dc:date>
    <link>http://robots.thoughtbot.com/post/573974669/finding-a-great-place-to-work</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["All rolled into one big ball, the biggest thing to take away from this post is to find the job that will make you happy. These are all just things that I have that make me happy, so maybe they’ll help you find that great place to work. Because of all these reasons and probably some others I’ll think of after publishing this post, thoughtbot has my heart. Barring anything very unexpected, and until I’ve gotten sick of design, you’ll find me here at my desk inside thoughtbot HQ. I can only hope you have the same luxury or soon find a place that makes you just as happy."
]]></description>
<dc:subject>worklife self-definition jobs business-culture life-o'-the-mind</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:23d3eaa93282/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:self-definition"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:jobs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:life-o'-the-mind"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://seekingalpha.com/article/200993-apple-google-vs-the-telecom-giants?source=feed">
    <title>Apple, Google vs. The Telecom Giants -- Seeking Alpha</title>
    <dc:date>2010-05-01T12:48:44+00:00</dc:date>
    <link>http://seekingalpha.com/article/200993-apple-google-vs-the-telecom-giants?source=feed</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["One thing is for sure, Apple and Google haven’t left the carriers an exit, and that makes them dangerous. Also, I highly doubt Steve Jobs is going to leave the future of Apple up to the idiots at the telecom giants who have utterly failed to innovate. It will be an interesting soap opera for sure, stay tuned."
]]></description>
<dc:subject>Apple telecommunications investment politics business-culture insight</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:cfdef8d7e324/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:telecommunications"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:investment"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:politics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:insight"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://paul.kedrosky.com/archives/2010/04/drunks_a_wall_e.html">
    <title>Drunks, A Wall, Entrepreneurs and Jobs</title>
    <dc:date>2010-04-14T20:28:34+00:00</dc:date>
    <link>http://paul.kedrosky.com/archives/2010/04/drunks_a_wall_e.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["I am going to take a different perspective on the relation between young firms and job creation, however. I want to explain its mathematical inevitability, and I’m going to do that using the probabilistic idea of the drunkard’s walk."
]]></description>
<dc:subject>entrepreneurship business-culture economic-development economic-development-will-destroy-the-city innovation Zipf's-law</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:fa95e96a7a47/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:economic-development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:economic-development-will-destroy-the-city"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Zipf's-law"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://counternotions.com/2010/04/13/suicidal/">
    <title>Apple to xplatform developers: We’re no longer suicidal « counternotions</title>
    <dc:date>2010-04-14T20:20:48+00:00</dc:date>
    <link>http://counternotions.com/2010/04/13/suicidal/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["However, 2010 is not like 1994. Apple has money, mindshare and the hottest platform to no longer having to beg. Today, Apple is more concerned about having to re-live its recent history — getting jerked around by Microsoft or held hostage by Adobe — than what it thinks would be manageable damage by a few developers that may leave its platform. Some may regard that as being arrogant. For Apple it’s the price of being in charge of its own destiny. To capitulate at the height of its newly found vigor would be suicidal. Suicidal Apple is no longer."
]]></description>
<dc:subject>Apple business-culture marketing customer-relationship design analysis iPhone cultural-assumptions multitsking[sic]</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:b2f83e62f217/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Apple"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:marketing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:customer-relationship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:analysis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:iPhone"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:cultural-assumptions"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:multitsking[sic]"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://sethgodin.typepad.com/seths_blog/2010/04/secrets-of-the-biggest-selling-launch-ever.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+typepad%2Fsethsmainblog+(Seth's+Blog)">
    <title>Seth's Blog: Secrets of the biggest selling launch ever</title>
    <dc:date>2010-04-07T12:23:59+00:00</dc:date>
    <link>http://sethgodin.typepad.com/seths_blog/2010/04/secrets-of-the-biggest-selling-launch-ever.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+typepad%2Fsethsmainblog+(Seth's+Blog)</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Are their tactics are reserved for giant consumer fads? I don't think so. In fact, they work even better for smaller gigs and more focused markets."
]]></description>
<dc:subject>marketing business-culture advice learning-by-watching</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:bf51151939a2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:marketing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:advice"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:learning-by-watching"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.exampler.com/blog/2010/04/04/about-business-value/">
    <title>Exploration Through Example » Blog Archive » About “Business Value”</title>
    <dc:date>2010-04-05T16:15:36+00:00</dc:date>
    <link>http://www.exampler.com/blog/2010/04/04/about-business-value/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Quite often these teams, especially Agile teams, seem obsessively focused on “Business Value”, but that’s in the context of personal relationships. “Business Value” is a shorthand, a way of keeping conversations from going astray, of keeping people focused. It is a term that signals or reminds of other things—it is not a thing in itself.

Increasingly these days, when I hear people theorizing about Agile and Lean, they are treating “Business Value” as a thing in itself. It is treated as an end, rather than as a means. (This is in keeping with the decline of Agile as a bottom-up team-oriented insurgency.)"
]]></description>
<dc:subject>agility agilism business-value software-development methodologies cultural-norms business-culture figure-ground-error</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:f81cd2dd9bc4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:agility"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:agilism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-value"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:software-development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:methodologies"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:cultural-norms"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:figure-ground-error"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.stoweboyd.com/message/clay-shirky-on-the-collapse-of-complex-business-models.html">
    <title>Stowe Boyd - /message - Clay Shirky on The Collapse Of Complex Business Models</title>
    <dc:date>2010-04-03T11:06:14+00:00</dc:date>
    <link>http://www.stoweboyd.com/message/clay-shirky-on-the-collapse-of-complex-business-models.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["When complex systems collapse, it starts by people simply wandering away, going over the hill. They don't pay their taxes to Rome anymore. They ignore copyright protections. They accept inferior web hosting for $6/month from some low rent company, instead of paying AT&T $60. They make videos with a Flip camera instead of a $20,000 Betamax."
]]></description>
<dc:subject>collapsonomics sociology business-culture business-model assumptions</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:beca417ccd75/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:collapsonomics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:sociology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:assumptions"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.shirky.com/weblog/2010/04/the-collapse-of-complex-business-models/">
    <title>The Collapse of Complex Business Models « Clay Shirky</title>
    <dc:date>2010-04-02T14:35:22+00:00</dc:date>
    <link>http://www.shirky.com/weblog/2010/04/the-collapse-of-complex-business-models/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["…But there is one compensating advantage for the people who escape the old system: when the ecosystem stops rewarding complexity, it is the people who figure out how to work simply in the present, rather than the people who mastered the complexities of the past, who get to say what happens in the future."
]]></description>
<dc:subject>coworking disintermediation-in-action sociology business-culture business-model-failure cultural-norms</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:0584361230f4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:coworking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:disintermediation-in-action"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:sociology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-model-failure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:cultural-norms"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/haque/2010/03/the_new_paradigm_of_advantage.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+harvardbusiness%2Fhaque+(Umair+Haque+on+HBR.org)">
    <title>The New Paradigm of Advantage - Umair Haque - Harvard Business Review</title>
    <dc:date>2010-03-16T12:55:40+00:00</dc:date>
    <link>http://blogs.hbr.org/haque/2010/03/the_new_paradigm_of_advantage.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+harvardbusiness%2Fhaque+(Umair+Haque+on+HBR.org)</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Those that are mastering allocative and creative advantage, in contrast, are learning to create thick value: authentic economic value, that's meaningful to humans. That's why allocative and creative advantage are the equivalent of economic superweapons. They are letting today's revolutionaries stun, stagger, and vaporize rivals, no matter how big, bad, or historic.

And that's never mattered more. An economy built on extractive and protective advantage is a giant, endless Ponziconomy. Value is transferred from one party to the next — but little is created anew. That's what we're finding out the hard way. Only through creative and allocative advantage can we rebuild a more meaningful economy."
]]></description>
<dc:subject>economics disintermediation capital types-of business-culture orthogonal-culture</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:5d7125dd401d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:disintermediation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:capital"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:types-of"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:orthogonal-culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.skorks.com/2010/02/did-your-boss-thank-you-for-coding-yourself-to-death/">
    <title>Did Your Boss Thank You For Coding Yourself to Death?</title>
    <dc:date>2010-03-07T22:34:38+00:00</dc:date>
    <link>http://www.skorks.com/2010/02/did-your-boss-thank-you-for-coding-yourself-to-death/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Studies about productivity declines when working more than 40 hours a week surface with disturbing regularity. As a developer your creativity declines, you make more mistakes, you miss existing issue etc., to the point where you're doing more harm than good. Should I even mention the health concerns when you spend that much time engaged in the same activity (they even had rules about spending too much time at work in the Soviet Union, and those guys were all about putting in the time for the good of the people). What about diet, you can only survive on coke for so long – poor John couldn't even make it to 40."
]]></description>
<dc:subject>sustainability sustainable-pace agility business-culture software-development-vs-programming</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:97aa8cdad110/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:sustainability"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:sustainable-pace"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:agility"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:software-development-vs-programming"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://hbswk.hbs.edu/item/6374.html">
    <title>The Determinants of Individual Performance and Collective Value in Private-Collective Software Innovation — HBS Working Knowledge</title>
    <dc:date>2010-03-07T22:12:16+00:00</dc:date>
    <link>http://hbswk.hbs.edu/item/6374.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["We investigate if the actions by individuals in creating effective new innovations are aligned with the reuse of those innovations by others in a private-collective software development context. …"
]]></description>
<dc:subject>open-source collaboration whuffie-culture software-development social-norms business-culture</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:29755f7e9cc1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:open-source"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:whuffie-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:software-development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:social-norms"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://dangerouslyawesome.com/2010/03/four-keys-to-business/">
    <title>Four Keys to Business | dangerouslyawesome</title>
    <dc:date>2010-03-07T17:15:24+00:00</dc:date>
    <link>http://dangerouslyawesome.com/2010/03/four-keys-to-business/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Related, it reminded me a lot of Dan Pink’s thesis from Drive, and his TED talk, of the operators of the “new workforce”, are based in the intrinsic motivation associated with autonomy, mastery, and purpose. Seeing as how I spend far more time looking at the trends of business than of play, I realized…for me (and many others), work is a type of play.

From Nicole’s Four Keys of FUN, I’m proposing the Four Keys to Business.…"
]]></description>
<dc:subject>business-culture entrepreneurs social-psychology models-and-modes motivation</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:ca6df3fe5343/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:social-psychology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:models-and-modes"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:motivation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://yearofhustle.com/amy">
    <title>Year of Hustle: Plan, Build, Ship, Market, Earn, Iterate</title>
    <dc:date>2010-03-06T17:34:49+00:00</dc:date>
    <link>http://yearofhustle.com/amy</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Principle #6: Working for other people (full-time or in some other capacity) often divorces our experience of work from the fruit of our work. Living off your own projects, created of your own accord, is an entirely different kind of existence. And it is AWESOME."
]]></description>
<dc:subject>not-an-employee freemium disintermediation-in-action cultural-dynamics business-culture productivity entrepreneurship-as-pathology collaboration-as-cure</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:470d8c71cbcb/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:not-an-employee"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:freemium"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:disintermediation-in-action"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:cultural-dynamics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:productivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurship-as-pathology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:collaboration-as-cure"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://smartregion.org/2010/02/co-working-makes-for-cool-cities/">
    <title>SmartRegion.org » Co-Working makes for Cool Cities</title>
    <dc:date>2010-02-25T14:14:40+00:00</dc:date>
    <link>http://smartregion.org/2010/02/co-working-makes-for-cool-cities/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[“… these spaces have been shown to make significant contributions to the energy and robustness of the local entrepreneurial environment, and have become an increasingly common way for cities to promote themselves as supportive of the new breed of entrepreneurial venture.”
]]></description>
<dc:subject>coworking Workantile-Exchange worklife public-policy social-engineering entrepreneurship business-culture</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:bc968d34fe84/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:coworking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Workantile-Exchange"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:public-policy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:social-engineering"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://theagileexecutive.com/2010/02/19/the-agile-flywheel/">
    <title>The Agile Flywheel « The Agile Executive</title>
    <dc:date>2010-02-19T14:09:07+00:00</dc:date>
    <link>http://theagileexecutive.com/2010/02/19/the-agile-flywheel/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Scrum set the flywheel in motion and caused the rest of the IT process life cycle to respond.  ITIL’s processes still form the solid core of service support and we’ve improved the processes’ capability to handle intense work velocity. The organization adapted by developing unprecedented speed in the ability to deliver production fixes and to solve root cause problems with agility."
]]></description>
<dc:subject>agility project-management business-culture disintermediation-in-action innovation communities-of-practice management</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:bd5ab949c567/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:agility"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:project-management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:disintermediation-in-action"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:communities-of-practice"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://37signals.com/svn/posts/2159-all-the-wrong-reasons-for-stack-overflows-vc-chase">
    <title>All the wrong reasons for Stack Overflow's VC chase - (37signals)</title>
    <dc:date>2010-02-18T13:47:42+00:00</dc:date>
    <link>http://37signals.com/svn/posts/2159-all-the-wrong-reasons-for-stack-overflows-vc-chase</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Joel has decided to chase venture capital for StackOverflow, but I can’t exactly figure out why. He lists six benefits that just don’t compute under even light scrutiny"
]]></description>
<dc:subject>entrepreneurship-as-pathology venture-capital American-cultural-assumptions business-culture business-model-failure investment startup-culture-must-die VC hows-about-we-say-our-exit-strategy-is-success?</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:a89fc31e7d48/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurship-as-pathology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:venture-capital"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:American-cultural-assumptions"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-model-failure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:investment"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:startup-culture-must-die"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:VC"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:hows-about-we-say-our-exit-strategy-is-success?"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.nytimes.com/2010/01/10/business/10mba.html?pagewanted=1&amp;sq=roger%20martin%20rotman&amp;st=cse&amp;scp=1">
    <title>Multicultural Critical Theory. At Business School? - NYTimes.com</title>
    <dc:date>2010-01-24T00:40:38+00:00</dc:date>
    <link>http://www.nytimes.com/2010/01/10/business/10mba.html?pagewanted=1&amp;sq=roger%20martin%20rotman&amp;st=cse&amp;scp=1</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["That insight led Mr. Martin to begin advocating what was then a radical idea in business education: that students needed to learn how to think critically and creatively every bit as much as they needed to learn finance or accounting. More specifically, they needed to learn how to approach problems from many perspectives and to combine various approaches to find innovative solutions."
]]></description>
<dc:subject>critical-thinking pedagogy school business-culture leadership innovation generalism</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:98cc958b5cdc/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:critical-thinking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:pedagogy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:school"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:leadership"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:generalism"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://go-to-hellman.blogspot.com/2010/01/offline-book-lending-costs-us.html">
    <title>Go To Hellman: Offline Book &quot;Lending&quot; Costs U.S. Publishers Nearly $1 Trillion</title>
    <dc:date>2010-01-23T13:31:23+00:00</dc:date>
    <link>http://go-to-hellman.blogspot.com/2010/01/offline-book-lending-costs-us.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Hot on the heels of the story in Publisher's Weekly that "publishers could be losing out on as much $3 billion to online book piracy" comes a sudden realization of a much larger threat to the viability of the book industry. Apparently, over 2 billion books were "loaned" last year by a cabal of organizations found in nearly every American city and town. Using the same advanced projective mathematics used in the study cited by Publishers Weekly, Go To Hellman has computed that publishers could be losing sales opportunities totaling over $100 Billion per year, losses which extend back to at least the year 2000. These lost sales dwarf the online piracy reported yesterday, and indeed, even the global book publishing business itself."
]]></description>
<dc:subject>publishing libraries copyright business intellectual-property satire business-culture property disintermediation-jokes</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:5789cb00a34c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:publishing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:libraries"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:copyright"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:intellectual-property"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:satire"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:property"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:disintermediation-jokes"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.calculatedriskblog.com/2009/12/ny-times-recession-cases-flooding.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+CalculatedRisk+(Calculated+Risk)">
    <title>Calculated Risk: NY Times: Recession Cases Flooding Courts</title>
    <dc:date>2009-12-28T14:02:10+00:00</dc:date>
    <link>http://www.calculatedriskblog.com/2009/12/ny-times-recession-cases-flooding.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+CalculatedRisk+(Calculated+Risk)</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["[T]he broad impact of the recession is clear in hundreds of thousands of new cases across the judicial system, including people challenging their real estate taxes, home foreclosures, contract disputes and family offenses."
]]></description>
<dc:subject>financial-crisis law trends-worth-noting business-culture</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:1a2754e24dbd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:financial-crisis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:law"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:trends-worth-noting"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://paul.kedrosky.com/archives/2009/11/superstar_ceos.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+InfectiousGreed+(Paul+Kedrosky's+Infectious+Greed)">
    <title>Superstar CEOs Suck</title>
    <dc:date>2009-11-14T12:36:48+00:00</dc:date>
    <link>http://paul.kedrosky.com/archives/2009/11/superstar_ceos.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+InfectiousGreed+(Paul+Kedrosky's+Infectious+Greed)</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["...We find that award-winning CEOs subsequently underperform, both relative to their prior performance and relative to a matched sample of non-winning CEOs. At the same time, they extract more compensation following the awards, both in absolute amounts and relative to other top executives in their firms. They also spend more time on public and private activities outside their companies, such as assuming board seats or writing books. The incidence of earnings management increases after winning awards. The effects are strongest in firms with weak corporate governance. Our results suggest that the ex post consequences of media-induced superstar status for shareholders are negative."
]]></description>
<dc:subject>business-culture award-winning performance-measure benchmarking financial-crisis corporatism</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:993bb10e3a5c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:award-winning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:performance-measure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:benchmarking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:financial-crisis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:corporatism"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://voices.washingtonpost.com/ezra-klein/2009/11/what_is_waste_in_medicine.html">
    <title>Ezra Klein - What is 'waste' in medicine?</title>
    <dc:date>2009-11-13T13:14:25+00:00</dc:date>
    <link>http://voices.washingtonpost.com/ezra-klein/2009/11/what_is_waste_in_medicine.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["This isn't as simple as cutting out waste. The real project here is getting the medical system to define waste the same way consumers define waste: treatments that don't help people, and in fact hurt the bottom line. As it is, those treatments currently help the bottom line, and so are no more wasteful for the institution than a Best Buy salesman persuading you to buy an expensive HDMI cable you don't need."
]]></description>
<dc:subject>economics motivation medical-culture business-culture public-policy benchmarking what-gets-measured-gets-fudged</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:1e9f06cc9dd0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:motivation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:medical-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:public-policy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:benchmarking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:what-gets-measured-gets-fudged"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.sadlyno.com/archives/26350.html">
    <title>Sadly, No! » The Virtue Of Cluelessness</title>
    <dc:date>2009-11-08T18:55:47+00:00</dc:date>
    <link>http://www.sadlyno.com/archives/26350.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["What we do know is that the credible competition from AMD certainly seems to have lit a fire of innovation under Intel’s ass in the early to mid-2000s, and Intel later countered AMD with superior Intel products from roughly 2006 to today. That part of the competition played out as it should in organic fashion, but the part where AMD grabbed market share during its own period of superiority obviously never happened … and it’s pretty clear to many people why it didn’t."
]]></description>
<dc:subject>competition economics business-culture fundamentalism Randism</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:b7771daf7803/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:competition"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:fundamentalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Randism"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.stoweboyd.com/message/2009/11/the-sum-of-all-fears-the-social-business-naysayers.html">
    <title>The Sum Of All Fears: The Social Business Naysayers - /Message</title>
    <dc:date>2009-11-06T19:57:30+00:00</dc:date>
    <link>http://www.stoweboyd.com/message/2009/11/the-sum-of-all-fears-the-social-business-naysayers.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Winston Churchill once said, "Why, you may take the most gallant sailor, the most intrepid airman or the most audacious soldier, put them at a table together- what do you get? The sum of all fears." If you collect a group of commentators, just like any Sunday morning news show, you will hear the sum of their fears, all the reasons why not."
]]></description>
<dc:subject>disintermediation-in-action niches business-culture business-opportunity social-software web2.0</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:a74105326a12/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:disintermediation-in-action"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:niches"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-opportunity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:social-software"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:web2.0"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://calacanis.com/2009/10/09/why-startups-shouldnt-have-to-pay-to-pitch-angel-investors/">
    <title>Why startups shouldn’t have to pay to pitch angel investors « The Jason Calacanis Weblog</title>
    <dc:date>2009-11-04T15:10:51+00:00</dc:date>
    <link>http://calacanis.com/2009/10/09/why-startups-shouldnt-have-to-pay-to-pitch-angel-investors/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["However, if this is not done immediately, my group of startup CEOs and angel investors will begin targeting specific groups for elimination.
We will launch competing, fee-free events directly opposite your events. We will encourage angels investors, service providers and startups to boycott your events. You may even find our street teams outside your events handing out flyers.

This isn’t a joke and this is a threat: stop charging startup companies to present or we will do everything we can to put you out of business with a competing, free option."
]]></description>
<dc:subject>startup-culture-must-die venture-capital investment entrepreneurship-as-pathology business-culture entrepreneurship investing startup disintermediation-targets</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:1127579007c7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:startup-culture-must-die"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:venture-capital"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:investment"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurship-as-pathology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:investing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:startup"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:disintermediation-targets"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cjr.org/campaign_desk/chamber_of_confusion.php?page=all">
    <title>Chamber of Confusion : CJR</title>
    <dc:date>2009-10-30T21:42:54+00:00</dc:date>
    <link>http://www.cjr.org/campaign_desk/chamber_of_confusion.php?page=all</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["The distinction matters, Harkinson argues, because the larger figure makes it appear that support for the Chamber’s positions—many of which Mother Jones opposes—is more broad-based than it really is. “The Chamber claims to speak for the U.S. business community,” he says, and the widespread use of the three million figure “certainly adds to” the impression that it does. But if many of those three million aren’t sustaining the Chamber financially or playing a role in setting its policies, how meaningful is the number? On Wednesday, Harkinson published an open letter to several reporters who had recently used the “three million” figure (sometimes with caveats or qualifiers), asking them to publish a correction."
]]></description>
<dc:subject>chamber-of-commerce lobbyists lobbying business-culture cultural-assumptions what-do-they-do-for-whom?</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:f946b0ecbcdd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:chamber-of-commerce"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:lobbyists"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:lobbying"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:cultural-assumptions"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:what-do-they-do-for-whom?"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://sethgodin.typepad.com/seths_blog/2009/10/creating-sustainable-competitive-advantage.html">
    <title>Seth's Blog: Creating sustainable competitive advantage</title>
    <dc:date>2009-10-28T11:53:17+00:00</dc:date>
    <link>http://sethgodin.typepad.com/seths_blog/2009/10/creating-sustainable-competitive-advantage.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["The reason the internet is such a home to wow business models is that it's easier to create a network here than any other time in history."
]]></description>
<dc:subject>business-culture business-model-failure branding networks social-networks entrepreneurship strategy</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:68c2fe040fe3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-model-failure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:branding"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:networks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:social-networks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:strategy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.exampler.com/blog/2008/03/14/drive-out-waste/">
    <title>Exploration Through Example » Blog Archive » Drive out waste</title>
    <dc:date>2009-10-23T12:25:24+00:00</dc:date>
    <link>http://www.exampler.com/blog/2008/03/14/drive-out-waste/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Now, as Jonathan Kohl would point out, many people marching behind the Agile banner do the same: they use Agile as another club with which to beat people. I’m less worried about Agile, though, because its base rhetoric is more explicitly humanist. Lean is more likely to be an attractive nuisance because the idea of driving out waste appeals to executives who find it less work to remove waste than to convert it into value—executives who get license to act sociopathic because they have a fiduciary duty to treat business as a machine for maximizing shareholder value, externalities be damned. I worry about Lean in a business culture where we are trained out of empathy for Lear, damned fool though he surely is."
]]></description>
<dc:subject>lean agile business-culture agility Taylorism management social-norms social-engineering worklife</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:9c3bb31013f4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:lean"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:agility"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Taylorism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:social-norms"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:social-engineering"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://economistsview.typepad.com/economistsview/2009/10/the-chamber-of-commerce-has-it-backwards.html">
    <title>Economist's View: &quot;The Chamber of Commerce Has It Backwards&quot;</title>
    <dc:date>2009-10-18T00:44:31+00:00</dc:date>
    <link>http://economistsview.typepad.com/economistsview/2009/10/the-chamber-of-commerce-has-it-backwards.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["[Update: I should have added that perhaps the Chamber fully understands the difference between free markets and competitive markets, and simply wants to preserve the "freedom" to take advantage of customers.]"
]]></description>
<dc:subject>chamber-of-commerce worklife disintermediation-targets business-culture lobbyists they-really-do-suck</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:1869c3443d87/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:chamber-of-commerce"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:disintermediation-targets"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:lobbyists"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:they-really-do-suck"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://sethgodin.typepad.com/seths_blog/2009/09/if-tv-ads-were-free.html">
    <title>Seth's Blog: If TV ads were free</title>
    <dc:date>2009-09-21T11:01:41+00:00</dc:date>
    <link>http://sethgodin.typepad.com/seths_blog/2009/09/if-tv-ads-were-free.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["By the time we tell you the right answer, it'll be too late."
]]></description>
<dc:subject>also:academia also:newspapers marketing business agility work business-culture pedagogy expertise learning-by-doing</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:eff1bd3bb377/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:also:academia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:also:newspapers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:marketing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:agility"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:pedagogy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:expertise"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:learning-by-doing"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.growthology.org/growthology/2009/08/the-case-for-poorer-vcs.html">
    <title>Growthology: The Case for Poor(er) VCs</title>
    <dc:date>2009-09-05T12:15:19+00:00</dc:date>
    <link>http://www.growthology.org/growthology/2009/08/the-case-for-poorer-vcs.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Where do we need to go from here? We need to break the link that says (wrongly) VCs, like mutual fund managers and hedge funds, should be paid on the basis of assets under management. Venture fund complexity and cost do not rise linearly with assets, so we need to stop pretending they do. There are many way to fix this, but the easiest would be to make GP budgets a negotiated item with limited partners rather than being tied to assets. As a side effect, it would make more palatable and economical smaller funds, like those running under $30m, that cannot be operated at all on a 2% of assets basis."
]]></description>
<dc:subject>venture-capital investment business-culture compensation business-model</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:50648551c58a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:venture-capital"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:investment"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:compensation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-model"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fistfuloftalent.com/2009/09/what-the-future-of-hr-is-not-learning-but-should-be-guest-post-final.html">
    <title>Fistful of Talent: What the Future of HR is not Learning... But Should Be...</title>
    <dc:date>2009-09-04T11:31:17+00:00</dc:date>
    <link>http://www.fistfuloftalent.com/2009/09/what-the-future-of-hr-is-not-learning-but-should-be-guest-post-final.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["The second driver is a consistent ignorance, apathy and a serious underestimation of the impact of new technology on the businesses that HR supports (particularly social technologies). Technology moves so quickly and for HR leaders and professionals it can seem so easy (and sometimes necessary) to remain in their comfort zone of policy creation and enforcement, employee relations, or compliance reporting."
]]></description>
<dc:subject>via:rlanhman540 human-resources corporatism pedagogy academia learning-by-doing cultural-norms business-culture</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:8574c541f46e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:via:rlanhman540"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:human-resources"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:corporatism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:pedagogy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:academia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:learning-by-doing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:cultural-norms"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://seekingalpha.com/article/159660-newspapers-and-the-meaning-of-membership?source=feed">
    <title>Newspapers and the Meaning of Membership -- Seeking Alpha</title>
    <dc:date>2009-09-03T12:04:07+00:00</dc:date>
    <link>http://seekingalpha.com/article/159660-newspapers-and-the-meaning-of-membership?source=feed</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["How far would and should news organizations be willing to go with this extended vision of membership? I can see newspapers as they have existed being quite uncomfortable with the idea of handing over control and even membership to the community. I can hear their fears of being co-opted or gamed. But that comes from still thinking of news as the property of a single company. Those days are soon over."
]]></description>
<dc:subject>news media business-culture business-model disintermediation openness</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:887dd01c35a0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:news"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:media"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:disintermediation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:openness"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.harvardbusiness.org/hbr/hbr-now/2009/08/a-new-approach-to-economics.html">
    <title>The Next Evolution in Economics: Rethinking Growth - HBR Now - Harvard Business Review</title>
    <dc:date>2009-09-01T12:01:17+00:00</dc:date>
    <link>http://blogs.harvardbusiness.org/hbr/hbr-now/2009/08/a-new-approach-to-economics.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA[Interesting but innocuous HBR commentary on stuff we've actually all been doing for a while out here in the world
]]></description>
<dc:subject>economics collaboration gift-economy corporatism business-culture sustainability</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:8298192e0fea/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:gift-economy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:corporatism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:sustainability"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.thenetworkthinker.com/2009/08/fireside-chat-with-ed-valdis.html">
    <title>T N T — The Network Thinker: Fireside Chat with Ed &amp; Valdis</title>
    <dc:date>2009-08-25T13:09:22+00:00</dc:date>
    <link>http://www.thenetworkthinker.com/2009/08/fireside-chat-with-ed-valdis.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["First of a series of chats on leading edge ideas in regional economic development with Ed Morrison and Valdis Krebs. "
]]></description>
<dc:subject>social-networks visualization exploratory-data-analysis planning public-policy economic-development business-culture</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:cd5d918333d8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:social-networks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:visualization"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:exploratory-data-analysis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:planning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:public-policy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:economic-development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.theatlantic.com/doc/200606/stewart-business/1">
    <title>The Management Myth - The Atlantic(June 2006)</title>
    <dc:date>2009-08-16T16:50:46+00:00</dc:date>
    <link>http://www.theatlantic.com/doc/200606/stewart-business/1</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["In a sense, management theory is what happens to philosophers when you pay them too much."
]]></description>
<dc:subject>business-culture management-consulting business-school received-wisdom cultural-norms</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:13b1e19c0ba7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:management-consulting"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-school"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:received-wisdom"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:cultural-norms"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://firedoglake.com/2009/07/19/fdl-book-salon-welcomes-scott-page-the-difference/">
    <title>Firedoglake » FDL Book Salon Welcomes Scott Page: The Difference</title>
    <dc:date>2009-08-10T11:42:49+00:00</dc:date>
    <link>http://firedoglake.com/2009/07/19/fdl-book-salon-welcomes-scott-page-the-difference/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["The key insight is that a single strong heuristic will do worse than a collective of individually weak but diverse heuristics. The problems are too hard for any one heuristic to solve perfectly, but the diverse heuristics can, so to speak, cover each others' weaknesses and help each other out when they get stuck; a single strong heuristic can't. A collection of diverse strong heuristics would be even better, but the strong heuristics for a problem tend to be similar to each other, so a group of them lacks diversity. In problem solving and prediction, diversity is exactly as important as individual ability."
]]></description>
<dc:subject>Scott-E-Page Cosma-R-Shalizi diversity complexology public-policy business-culture planning heuristics Workantile-Exchange</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:452338eb4a48/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Scott-E-Page"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Cosma-R-Shalizi"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:diversity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:complexology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:public-policy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:planning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:heuristics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Workantile-Exchange"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.stoweboyd.com/message/2009/08/whats-a-big-city-without-a-newspaper---nytimescom.html">
    <title>/Message: What’s A Fish Without A Bicycle?</title>
    <dc:date>2009-08-09T14:22:38+00:00</dc:date>
    <link>http://www.stoweboyd.com/message/2009/08/whats-a-big-city-without-a-newspaper---nytimescom.html</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["The webizens, like me, will continue to follow the wisest voices, even if they are operating outside the brand of big city papers.

The news barons might think that they can restructure copyright and fair use laws to plug those niddling little holes in 'the pipeline that sends money back to where the content is created', to stop us from quoting Paul Krugman's op-ed piece, but it won't hold up.

So Sokolove's piece -- entitled "What’s a Big City Without a Newspaper?" -- is incongruous to me. Might as well be "What’s A Fish Without A Bicycle?" or "What's An Opera Without A Volcano?"

I am a fan of local news, but that is not the sole focus of big city newspapers. They print car reviews, movie reviews, and stories about pirates in Somalia, none of which are local. They are a blur of things, and no one has ever tried to unblur them, really."
]]></description>
<dc:subject>newspapers journalism disintermediation-targets business-model business-culture subscription-model buh-bye</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:5b2b7ec8b22a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:newspapers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:journalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:disintermediation-targets"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:subscription-model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:buh-bye"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.kickstarter.com/learn-more">
    <title>Learn More — Kickstarter</title>
    <dc:date>2009-08-02T14:09:35+00:00</dc:date>
    <link>http://www.kickstarter.com/learn-more</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Kickstarter is a new way to fund ideas and endeavors.

We believe that...

A good idea, communicated well, can spread fast and wide.
A large group of people can be a tremendous source of money and encouragement."
]]></description>
<dc:subject>Workantile business community business-culture seed-capital crowdsourcing finance funding fundraising filmmaking ideas startup microfinance</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:f8a7f76bb0e2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:Workantile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:community"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:seed-capital"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:crowdsourcing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:finance"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:funding"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:fundraising"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:filmmaking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:ideas"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:startup"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:microfinance"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://emergentfool.com/2009/04/20/revolutionizing-angel-funding/">
    <title>Revolutionizing Angel Funding « The Emergent Fool</title>
    <dc:date>2009-07-30T00:38:21+00:00</dc:date>
    <link>http://emergentfool.com/2009/04/20/revolutionizing-angel-funding/</link>
    <dc:creator>Vaguery</dc:creator><description><![CDATA["Here’s the summary.  The market for seed capital is clearly broken. Most individual angels will only do about 1 deal per year, which means their portfolios lose money 40% of the time due to insufficient diversification. Even premier angel groups like the Band of Angels say they only do about 8 deals per year. Our math says you need to do 125 to achieve good diversification. On the other side of the table, only 14% of entrepreneurs who want angel funding will find it.  Those that do will spend about 6 months looking for money instead of building their businesses."
]]></description>
<dc:subject>investment workantile IFM business-culture business-model startups project-driven worklife entrepreneurs</dc:subject>
<dc:identifier>https://pinboard.in/u:Vaguery/b:b6708cbfad1b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:investment"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:workantile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:IFM"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:business-model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:startups"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:project-driven"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:worklife"/>
	<rdf:li rdf:resource="https://pinboard.in/u:Vaguery/t:entrepreneurs"/>
</rdf:Bag></taxo:topics>
</item>
</rdf:RDF>