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    <description>recent bookmarks from aqualung (from delicious)</description>
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	<rdf:li rdf:resource="http://broadstuff.com/archives/2586-Social-Business-or-whatever-happened-to-Enterprise-2.0.html"/>
	<rdf:li rdf:resource="http://achurchassociates.com/2012/02/15/adapt-or-die/"/>
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	<rdf:li rdf:resource="http://www.vanityfair.com/culture/features/2011/12/tsa-insanity-201112.print?currentPage=all,%20http://www.vanityfair.com/culture/features/2011/12/tsa-insanity-201112.print?currentPage=all"/>
	<rdf:li rdf:resource="http://pandodaily.com/2012/02/11/why-oracle-may-really-be-doomed-this-time/"/>
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  </channel><item rdf:about="https://blog.bufferapp.com/connections-in-the-brain-understanding-creativity-and-intelligenceconnections">
    <title>The secret to creativity, intelligence and scientific thinking: Being able to make connections - The Buffer Blog</title>
    <dc:date>2014-08-22T05:48:32+00:00</dc:date>
    <link>https://blog.bufferapp.com/connections-in-the-brain-understanding-creativity-and-intelligenceconnections</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A riff on the “everything is connected” idea, that creativity is “combinatorial” and we all stand “on the shoulders of giants”. Indirectly it points to the value of networks over hierarchies, since networks are multi-directional, and weak ties in networks expose us to more things we can combine in creating.]]></description>
<dc:subject>creativity innovation intelligence networks newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:fb822a568558/</dc:identifier>
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<item rdf:about="http://blogs.hbr.org/2013/12/americas-economy-is-officially-inside-out/">
    <title>America's Economy Is Officially Inside-Out</title>
    <dc:date>2014-08-22T05:20:25+00:00</dc:date>
    <link>http://blogs.hbr.org/2013/12/americas-economy-is-officially-inside-out/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[“But when growth rises and living standards fall? That begins to hint that there is something wrong—very wrong, perhaps terribly wrong—with the way things are.  It suggest that what is happening to this society is not merely a simple, passing, self-healing ailment; but a chronic, possibly permanent, definitely debilitating condition. Not a flu—but a cancer.” As always, Haque's language is quite forceful, but it doesn't invalidate the points he makes … that this may not be part of a familiar economic cycle that will ultimately right itself, but be a permanent change to our economy.]]></description>
<dc:subject>business economy newsletter postnormal</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:f7a7a9338efe/</dc:identifier>
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<item rdf:about="http://blog.changeagentsworldwide.com/hierarchies-were-a-solution-to-a-communications-problem/">
    <title>Hierarchies were a solution to a communications problem</title>
    <dc:date>2014-08-22T04:13:02+00:00</dc:date>
    <link>http://blog.changeagentsworldwide.com/hierarchies-were-a-solution-to-a-communications-problem/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[“The high-value work today is in facing complexity, not in addressing problems that have already been solved and for which a formulaic or standardized response has been developed. One challenge for organizations is getting people to realize that what they already know has increasingly diminishing value.” … the ability to learn new things (where networks are very useful) is, for a lot of work, of much greater value than existing knowledge. Knowledge is power no more.]]></description>
<dc:subject>hierarchy socialbusiness organistionaldesign networks newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:c41facaf034e/</dc:identifier>
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<item rdf:about="http://www.slate.com/articles/health_and_science/new_scientist/2013/09/entrepreneurs_or_the_state_innovation_comes_from_public_investment.html">
    <title>Entrepreneurs or the state: Innovation comes from public investment.</title>
    <dc:date>2014-08-22T02:47:37+00:00</dc:date>
    <link>http://www.slate.com/articles/health_and_science/new_scientist/2013/09/entrepreneurs_or_the_state_innovation_comes_from_public_investment.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[This is one reason that disinvestment in research & development by the Australian government is a bad thing. Contrary to popular belief, most innovation comes off the public dollar rather than the widely-lauded tech entrepreneurs we hear so much about. Now, commercialising innovation is an extremely useful and necessary step … but we should recognise where the ideas come from, so we don't kill the golden goose by mistake.]]></description>
<dc:subject>innovation newsletter research entrepreneurship</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:debb4bda7b68/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:research"/>
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</item>
<item rdf:about="http://www.vox.com/2014/4/6/5556462/brain-dead-how-politics-makes-us-stupid">
    <title>How politics makes us stupid</title>
    <dc:date>2014-05-25T23:17:49+00:00</dc:date>
    <link>http://www.vox.com/2014/4/6/5556462/brain-dead-how-politics-makes-us-stupid</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[This is why more facts and better logic aren't as persuasive as they should be; our ideology actually prevents our brain from working properly … “As a way of avoiding dissonance and estrangement from valued groups, individuals subconsciously resist factual information that threatens their defining values”. Doesn't augur well for a world that needs to come to its senses.]]></description>
<dc:subject>politics bias psychology identity newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:0062f9676e76/</dc:identifier>
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</item>
<item rdf:about="http://bridging-the-gap.me/2013/08/12/bringing-order-to-complexity/">
    <title>Bringing order to complexity</title>
    <dc:date>2014-05-13T03:01:05+00:00</dc:date>
    <link>http://bridging-the-gap.me/2013/08/12/bringing-order-to-complexity/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Paradoxically, “simple” is hard, and “complicated” is easy. We often end up with complicated business processes not because they are dealing with a complex problem, but because we haven't taken enough time to design them properly. Design thinking, particularly human-centred design, is offered as an approach that applies multiple perspectives to the problem to understand the implications (upstream and down) of any changes made. One key suggestion: separation of process steps from the business rules being applied, which increases the re-useability of both. This also is the stuff of business architecture …]]></description>
<dc:subject>design simplicity complexity newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:ff44a744d033/</dc:identifier>
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</item>
<item rdf:about="http://www.psfk.com/2013/10/effective-meeting-tips.html#!MUBby">
    <title>Why Meetings Are Often Ineffective</title>
    <dc:date>2014-05-13T02:31:32+00:00</dc:date>
    <link>http://www.psfk.com/2013/10/effective-meeting-tips.html#!MUBby</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Meetings have (quite rightly) garnered a bad reputation over time, mainly because they are used for the wrong reasons most of the time. Have you ever wondered why we often only schedule interruptions to our work, not the work itself? In this post, Johnnie Moore describes meetings as “action theatre” and “commitment ceremonies” where “we sit for too long, arguing with what we think is great cleverness when in fact our rational brain is already worn out and running on empty”. Fortunately he also has a couple of ideas about how we can make them better and more effective.]]></description>
<dc:subject>meetings business action theatre newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:63e4d480ecb4/</dc:identifier>
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</item>
<item rdf:about="http://blogs.msdn.com/b/nickmalik/archive/2013/08/19/business-models-in-business-architecture.aspx">
    <title>Business Models in Business Architecture</title>
    <dc:date>2014-05-13T02:19:47+00:00</dc:date>
    <link>http://blogs.msdn.com/b/nickmalik/archive/2013/08/19/business-models-in-business-architecture.aspx</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A very useful attempt from Nick Malik to describe the distinctions between business DNA (values, mission, etc.), business strategy, business models and business capabilities … as well as the relationships between them. Of particular value is the recognition that enterprises that are non-trivial in scale will often have multiple business models, each with its own strategy; and that these strategies may not co-exist happily. This is a problem when senior people don't understand the interactions between business models and their related strategies, because it leads to turf wars, confused prioritisation and no idea what capabilities could be shared. This is the stuff of business architecture …]]></description>
<dc:subject>business enterprisearchitecture strategy model newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:19242514faf0/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprisearchitecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
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</item>
<item rdf:about="http://www.theguardian.com/politics/2013/sep/08/party-politics-dying-anyone-care">
    <title>Party politics is slowly dying. So what will take its place?</title>
    <dc:date>2014-05-13T01:41:12+00:00</dc:date>
    <link>http://www.theguardian.com/politics/2013/sep/08/party-politics-dying-anyone-care</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[While the locale for this piece is the UK, Australia's major political parties should take note, as the symptoms are similar here. We can recognise thoughts like “ … describes a draining away of authority from the main western parties, which, since the end of the cold war, have become increasingly bland: dangerously similar when it comes to ideology, and incorrigibly controlling” and “The mainstream politicians have forgotten that they are here to represent, not govern … We're sick of being lied to”. The article describes the rise of single-issue movements, something increasingly echoed here in Australia. If the major parties seek a return to relevance, perhaps they should pay more attention to what issues people engage with, and “represent” rather than “govern”.]]></description>
<dc:subject>politics newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:d991439f6c88/</dc:identifier>
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<item rdf:about="http://www.alternet.org/corporate-accountability-and-workplace/corporate-coup-disguise">
    <title>A Corporate Coup in Disguise | Alternet</title>
    <dc:date>2014-05-13T01:29:20+00:00</dc:date>
    <link>http://www.alternet.org/corporate-accountability-and-workplace/corporate-coup-disguise</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Despite some raucous objections in the small, the TPP hasn't hit the public's consciousness to any great extent. This is partly due the excessive secrecy that cloaks its discussions, but also to the seeming lack of interest from the general public. This article, although slanted to the US, suggests there's a number of reasons we should be paying attention, and why we shouldn't let it happen …]]></description>
<dc:subject>politics economics newsletter TPP</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:ec2c98e98b53/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:TPP"/>
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</item>
<item rdf:about="http://paulgraham.com/ds.html">
    <title>Do Things that Don't Scale</title>
    <dc:date>2013-08-06T10:46:18+00:00</dc:date>
    <link>http://paulgraham.com/ds.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Technologist and venture capitalist Paul Graham with advice for start-ups (it IS his game, after all) … it's the stuff that can't be automated that makes a difference, so do that.]]></description>
<dc:subject>work scalability marketing newsletter startups ycombinator advice entrepreneurship business</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:3af0d4c87031/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:scalability"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:marketing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:startups"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:ycombinator"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:advice"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/cs/2013/06/how_drucker_thought_about_comp.html">
    <title>How Drucker Thought About Complexity</title>
    <dc:date>2013-08-06T10:21:00+00:00</dc:date>
    <link>http://blogs.hbr.org/cs/2013/06/how_drucker_thought_about_comp.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[You could be forgiven for thinking that since Peter Drucker worked in a simpler time, his thinking might not apply in our more complex environments these days. You'd be wrong … check out what John Hagel III has to say (read it quickly - it's a limited access HBR article)]]></description>
<dc:subject>work newsletter management innovation</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:cd9960762134/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://socialmediatoday.com/stephendale/1337461/overcoming-barriers-enterprise-collaboration">
    <title>Overcoming the Barriers to Enterprise Collaboration</title>
    <dc:date>2013-08-06T09:55:45+00:00</dc:date>
    <link>http://socialmediatoday.com/stephendale/1337461/overcoming-barriers-enterprise-collaboration</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[All the time I've been involved with technology, people and organisations have been pre-occupied with technology as a “silver bullet”, the magical answer to their problem(s) - enterprise social/social business has been no different. This is a reasonably balanced view of enterprise social media, and where/how it might help with your collaboration efforts]]></description>
<dc:subject>socialbusiness collaboration newsletter social enterprise</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:47288496fe1b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:socialbusiness"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:social"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprise"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.technologyreview.com/news/514591/the-dictatorship-of-data/">
    <title>Robert McNamara and the Dangers of Big Data at Ford and in the Vietnam War</title>
    <dc:date>2013-08-06T09:48:41+00:00</dc:date>
    <link>http://www.technologyreview.com/news/514591/the-dictatorship-of-data/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[“McNamara felt he could comprehend what was happening on the ground only by staring at a spreadsheet—at all those orderly rows and columns, calculations and charts, whose mastery seemed to bring him one standard deviation closer to God.” Big data can be a powerful tool, but sometimes what you really need eyeballs on the ground, where people do real things … either that, or we all just become part of the body count]]></description>
<dc:subject>work Big Data newsletter dark sides analysis</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:96815f8301da/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Big"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Data"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:dark"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:sides"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:analysis"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.managementexchange.com/hackathon/contribution/big-enemy-good">
    <title>Is big the enemy of good? How to grow without crushing agility and creativity</title>
    <dc:date>2013-08-06T09:43:33+00:00</dc:date>
    <link>http://www.managementexchange.com/hackathon/contribution/big-enemy-good</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Accepted wisdom tells us that getting bigger as an organisation means getting slower, more bureaucratic, less agile, less innovative. But does it have to be that way? Is there some way to avoid the atherosclerosis? Atlassian seems to think so; this is how they work at it …]]></description>
<dc:subject>Atlassian newsletter bureaucracy management growth</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:67440e636bfb/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Atlassian"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:bureaucracy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:growth"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.aeonmagazine.com/living-together/henry-farrell-post-democracy/">
    <title>Henry Farrell – On post-democracy</title>
    <dc:date>2013-07-11T12:29:21+00:00</dc:date>
    <link>http://www.aeonmagazine.com/living-together/henry-farrell-post-democracy/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[“Post-democracy is strangling the old parties of the left. They have run out of options. Perhaps all that traditional social democracy can do, to adapt a grim joke made by Crouch in a different context, is to serve as a pall-bearer at its own funeral.” The dilemma facing centre-left parties the world over is one of irrelevance. This poses a problem for democracy in general, as meaningful social democracy withers. While the Australian Labor Party is not mentioned here, it is recognisable in the description …]]></description>
<dc:subject>politics newsletter democracy</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:0efda328d6c5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:politics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:democracy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.rmi.org/blog_2013_05_02_The_Calm_Before_the_Solar_Storm">
    <title>The Calm Before the Solar Storm</title>
    <dc:date>2013-07-11T12:14:56+00:00</dc:date>
    <link>http://blog.rmi.org/blog_2013_05_02_The_Calm_Before_the_Solar_Storm</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[For some time we have been given the impression that domestic solar power generation has been A Good Thing. But in a system designed for power flowing in only one direction, in an industry populated by business models that don't fit with widespread independent power generation, there is a collision pending.]]></description>
<dc:subject>renewable_energy newsletter businessmodels power solar</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:068e9bd6a2bd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:renewable_energy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:businessmodels"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:power"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:solar"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.project-syndicate.org/commentary/booming-financial-markets-and-slumping-real-economies-by-kemal-dervi">
    <title>The Great Disconnect</title>
    <dc:date>2013-07-11T05:06:19+00:00</dc:date>
    <link>http://www.project-syndicate.org/commentary/booming-financial-markets-and-slumping-real-economies-by-kemal-dervi</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[As Warren Buffet commented: “there IS a class war going on, and the rich are winning”. Buoyancy in financial markets is increasingly disconnected with real well-being, a situation that is politically unsustainable. The widening gap between the very rich and everyone else is the stuff of revolution …]]></description>
<dc:subject>politics 99% newsletter economics</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:5ace63480faf/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:politics"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:economics"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://spectrum.ieee.org/geek-life/profiles/steve-mann-my-augmediated-life">
    <title>Steve Mann: My “Augmediated” Life</title>
    <dc:date>2013-07-11T04:07:00+00:00</dc:date>
    <link>http://spectrum.ieee.org/geek-life/profiles/steve-mann-my-augmediated-life</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[“Until recently, most people tended to regard me and my work with mild curiosity and bemusement.” Steve Mann's wearable computing gear has come a long way in 20 years. Google Glass now has people taking his work a lot more seriously (although Google hasn't caught up to him yet). Life, augmented and mediated …]]></description>
<dc:subject>technology GoogleGlass newsletter wearablecomputing</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:62bc5d21a10c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:technology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:GoogleGlass"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:wearablecomputing"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.purplecar.net/2013/07/nsa-sees-your-gmail-graph/">
    <title>What the NSA Sees in Our Gmail</title>
    <dc:date>2013-07-11T03:46:51+00:00</dc:date>
    <link>http://www.purplecar.net/2013/07/nsa-sees-your-gmail-graph/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[MIT runs a little exercise in metadata gathering from your GMail traffic … a sobering reflection on our loss of privacy which by now should even be worrying those of us with “nothing to hide” from the NSA]]></description>
<dc:subject>newsletter privacy security</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:aa6c6cb18e03/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:privacy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:security"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.forbes.com/sites/danschawbel/2013/03/29/david-heinemeier-hansson-every-employee-should-work-from-home/">
    <title>Every Employee Should Work From Home</title>
    <dc:date>2013-04-02T11:07:48+00:00</dc:date>
    <link>http://www.forbes.com/sites/danschawbel/2013/03/29/david-heinemeier-hansson-every-employee-should-work-from-home/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[David Heinemeier Hansson: “[Face time is] far less important as a tool of getting things done. Managers vastly overestimate it’s efficiency because it’s their job to interrupt people. But everyone else knows that being pulled into endless meetings is toxic and makes progress harder.” Remote working is topic du jour, it seems … but it's true that the office isn't always where you get work done.]]></description>
<dc:subject>work newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:b20cfff701b4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
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</item>
<item rdf:about="http://www.tlnt.com/2013/02/26/how-google-is-using-people-analytics-to-completely-reinvent-hr/">
    <title>How Google Is Using People Analytics to Completely Reinvent HR</title>
    <dc:date>2013-03-13T00:48:51+00:00</dc:date>
    <link>http://www.tlnt.com/2013/02/26/how-google-is-using-people-analytics-to-completely-reinvent-hr/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Not entirely surprising that Google takes a data-heavy approach to its HR - it IS after all its raison d'être. Will be interesting to see how it holds up over time, but I suspect that results are better than most subjective hiring decisions.]]></description>
<dc:subject>newsletter data HR Google analytics</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:acdf2ab6ef1d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:data"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:HR"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Google"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:analytics"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://gapingvoid.com/ns/">
    <title>“The Art Of Not Sucking”</title>
    <dc:date>2013-03-11T11:03:14+00:00</dc:date>
    <link>http://gapingvoid.com/ns/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Hugh McLeod's recipe for a meaningful life? Learning how NOT to suck … this is the place to go for real advice on success - defining it as well as achieving it. You might recognise Hugh as the source of my favourite cartoons too …]]></description>
<dc:subject>work life newsletter success</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:d0bbb87df03c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:life"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:success"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.newrepublic.com/article/112554#">
    <title>The Dangerous Logic of the Bradley Manning Case</title>
    <dc:date>2013-03-05T02:43:14+00:00</dc:date>
    <link>http://www.newrepublic.com/article/112554#</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[The potentially far-reaching effects of the charges laid against Manning for his Wikileaks whistle-blowing represent a threat to some of the USA's constitutional freedoms, and arguably an Al Quaeda victory more substantially damaging than 9/11]]></description>
<dc:subject>whistleblowers freedom newsletter wikileaks</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:2b3d944f50ca/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:whistleblowers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:freedom"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
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</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fastcompany.com/3005850/core-competency-dead-lessons-nike-apple-netflix">
    <title>Death To Core Competency: Lessons From Nike, Apple, Netflix | Fast Company</title>
    <dc:date>2013-02-24T12:04:17+00:00</dc:date>
    <link>http://www.fastcompany.com/3005850/core-competency-dead-lessons-nike-apple-netflix</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[“Sticking to the knitting” was the mantra; finding your key competency was essential to competing well … but is that too limiting? The Nike experience suggests that disrupting yourself is preferable to having disruption done to you: “You can't have a barrier or restriction to that core competency. If we constrain ourselves by a circle of competency, we'll do ourselves a disservice.”]]></description>
<dc:subject>disruptive_innovation newsletter strategy</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:4b6e0a4dab2f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:disruptive_innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://atechnologyjobisnoexcuse.com/2012/10/cult-of-the-product/">
    <title>IT as Manufacturing</title>
    <dc:date>2013-02-18T00:15:08+00:00</dc:date>
    <link>http://atechnologyjobisnoexcuse.com/2012/10/cult-of-the-product/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Commoditisation, modularisation and small bets … this is a long way from “IT as we know it”, but right where it should be (even if it DOES upset a few large vendors :) )]]></description>
<dc:subject>software it enterprisearchitecture newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:42d58ef0537c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:software"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:it"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprisearchitecture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://pro.gigaom.com/blog/how-is-social-business-like-urban-traffic/">
    <title>How is social business like urban traffic?</title>
    <dc:date>2013-02-11T10:39:22+00:00</dc:date>
    <link>http://pro.gigaom.com/blog/how-is-social-business-like-urban-traffic/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Stowe Boyd again exploring the benefits of subsuming personal productivity to network productivity, drawing parallels with research into traffic management that indicates that forcing drivers to think more selflessly (and not seek the most personally efficient outcomes) actually improves traffic flow. So to, at work we may be collectively better-performed if we think less of our personal productivity and more of our network's.]]></description>
<dc:subject>networks work newsletter productivity</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:a6d046f343cd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:networks"/>
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</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.telegraph.co.uk/culture/9843244/Alain-de-Bottons-10-Commandments-for-Atheists.html">
    <title>Alain de Botton's 10 Commandments - for Atheists</title>
    <dc:date>2013-02-07T05:26:55+00:00</dc:date>
    <link>http://www.telegraph.co.uk/culture/9843244/Alain-de-Bottons-10-Commandments-for-Atheists.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Is religion required for morality? Atheists would contend not, and de Botton's list is a good start for developing /nurturing our morality independent of a belief in gods … “We are holding on to an unhelpfully sophisticated view of ourselves if we think we are above hearing well-placed, blunt and simply structured reminders about goodness. There is greater wisdom in accepting that we are in most situations clunking and rather simple machines, with only a few moving parts and in want of much the same firm, basic guidance as is naturally offered to children and domestic animals. ”]]></description>
<dc:subject>religion atheism newsletter morality culture</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:883154ada5fb/</dc:identifier>
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</item>
<item rdf:about="http://www.usnews.com/opinion/blogs/economic-intelligence/2013/01/04/why-it-should-be-on-the-ceos-agenda">
    <title>Why IT Should Be on the CEO's Agenda</title>
    <dc:date>2013-01-08T21:53:13+00:00</dc:date>
    <link>http://www.usnews.com/opinion/blogs/economic-intelligence/2013/01/04/why-it-should-be-on-the-ceos-agenda</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Is enterprise architecture's time about to arrive? Now economic observers are beginning to notice that just thinking seriously about IT isn't enough - there has to be a bridge between the CEO and IT's strategic potential. Enter the enterprise architect. As this article says: 
“Enterprise architecture can be understood as a change and transformation framework to provide open and flexible business architecture for change management under conditions of high uncertainty.”]]></description>
<dc:subject>newsletter businessdesign strategy enterprisearchitecture</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:8bc83d14bc4a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:businessdesign"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprisearchitecture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.motherjones.com/environment/2013/01/lead-crime-link-gasoline?page=1">
    <title>America's Real Criminal Element: Lead</title>
    <dc:date>2013-01-07T00:00:14+00:00</dc:date>
    <link>http://www.motherjones.com/environment/2013/01/lead-crime-link-gasoline?page=1</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[An interesting, and somewhat disturbing look at what lead has done to society, and still is. It's probably not the whole story, but the statistics suggest it's a large part of it … and there's still plenty of petrol-related lead in our soil, and still plenty of old places with lead paint.]]></description>
<dc:subject>newsletter sociology society environmental_health crime lead</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:f2b6125b04c6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:sociology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:society"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:environmental_health"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:crime"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:lead"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.brasstackthinking.com/2012/09/why-you-need-to-be-daring-greatly/">
    <title>Why You Need To Be Daring Greatly</title>
    <dc:date>2012-10-05T06:39:28+00:00</dc:date>
    <link>http://www.brasstackthinking.com/2012/09/why-you-need-to-be-daring-greatly/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Not your average “business” post - in fact it might seem a little mushy and “soft” … just check it out anyway, particularly the embedded video. Then think abut your own life, and you tell me how “soft” it is to face our fears, and allow ourselves to be vulnerable.]]></description>
<dc:subject>newsletter joy fear vulnerability</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:022736ef7183/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:joy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:fear"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:vulnerability"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.wired.co.uk/magazine/archive/2012/09/features/welcome-to-the-new-reputation-economy?page=all">
    <title>Welcome to the new reputation economy</title>
    <dc:date>2012-10-02T00:34:11+00:00</dc:date>
    <link>http://www.wired.co.uk/magazine/archive/2012/09/features/welcome-to-the-new-reputation-economy?page=all</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A good look at how digital (online) reputation is built, what value there might be in it, and how we might derive that value without giving the crown jewels of trust to ad farms. The issue is twofold: how our reputation is captured and stored, and who controls its use.]]></description>
<dc:subject>newsletter trust digitalfootprint reputation</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:77182aaefb79/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:trust"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:digitalfootprint"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:reputation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://paulwallbank.com/2012/09/22/the-real-emyth-why-retailers-are-wrong-in-blaming-the-internet/">
    <title>The internet and web are not killing retail, poor service is</title>
    <dc:date>2012-09-25T04:47:59+00:00</dc:date>
    <link>http://paulwallbank.com/2012/09/22/the-real-emyth-why-retailers-are-wrong-in-blaming-the-internet/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Bricks and mortar retailers are making the same mistake as the book and music industries before them - assuming that the competition with online revolves around price. The battlefront is convenience - if you want me to get dressed, travel to your store and walk in, the experience had better be worth it; and the underpaid, inexperienced staff that you treat as an unwelcome cost aren't going to cut it. When you figure out that they are your competitive advantage over online, maybe they'll be better valued and trained. And maybe then you'll be able to compete with online …]]></description>
<dc:subject>newsletter service online retailing retail commerce</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:1c55524fec2a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:service"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:online"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:retailing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:retail"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:commerce"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://sethgodin.typepad.com/seths_blog/2012/09/if-you-want-to-get-paid.html">
    <title>If you want to get paid for your freelance work …</title>
    <dc:date>2012-09-17T10:08:01+00:00</dc:date>
    <link>http://sethgodin.typepad.com/seths_blog/2012/09/if-you-want-to-get-paid.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Then you have to have a valuable difference to all the amateurs who have the same tools, and are happy to do it for free. “Professional” might have been enough when skills and tools were scarce; now that they are abundant you'll need to demonstrate why you're worth paying for.]]></description>
<dc:subject>newsletter work professionalism standing-out-or-differentiating freelance</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:c961e9fad99a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:professionalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:standing-out-or-differentiating"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:freelance"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/cs/2012/08/the_disciplined_pursuit_of_less.html">
    <title>The Disciplined Pursuit of Less</title>
    <dc:date>2012-08-19T05:03:10+00:00</dc:date>
    <link>http://blogs.hbr.org/cs/2012/08/the_disciplined_pursuit_of_less.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A post about achieving more by targeting less; or how success can often breed its own failure.]]></description>
<dc:subject>Newsletter strategy simplicity management career discipline</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:3c58a457556c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:simplicity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:career"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:discipline"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.managementexchange.com/story/taking-reality-seriously-towards-more-self-regulating-management-model-statoil">
    <title>Taking reality seriously - towards a more self-regulating management model at Statoil</title>
    <dc:date>2012-07-31T07:42:36+00:00</dc:date>
    <link>http://www.managementexchange.com/story/taking-reality-seriously-towards-more-self-regulating-management-model-statoil</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A case study of implementing the Beyond Budgeting corporate performance management. Among other things, it discusses the contradictory uses we put standard budgeting to, and then wonder why we can't get it right.]]></description>
<dc:subject>beyond budgeting forecasts budget annual planning calendar newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:88da7ca7704f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:beyond"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:budgeting"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:forecasts"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:budget"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:annual"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:planning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:calendar"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.businessesgrow.com/2012/07/12/its-not-just-roi-its-relevance/">
    <title>It’s not just ROI. It’s RELEVANCE!</title>
    <dc:date>2012-07-31T07:38:40+00:00</dc:date>
    <link>http://www.businessesgrow.com/2012/07/12/its-not-just-roi-its-relevance/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[For all those fixated on ROI - a not-so-subtle reminder that ROI isn't everything. Just ask Kodak …]]></description>
<dc:subject>newsletter business value relevance ROI</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:48c54cbbc40a/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:value"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:relevance"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:ROI"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.scottberkun.com/blog/2012/the-future-of-outsourcing/">
    <title>The future of outsourcing</title>
    <dc:date>2012-07-31T07:11:03+00:00</dc:date>
    <link>http://www.scottberkun.com/blog/2012/the-future-of-outsourcing/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A short and succinct piece on both the advantages and the dangers of outsourcing, and the implications of it for your business. And the importance of drawing the line in the right place: 
“Only a fool would outsource their heart or lungs by choice.”]]></description>
<dc:subject>newsletter outsourcing management business</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:ea28e9e82db0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:outsourcing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://h30565.www3.hp.com/t5/Active-Information/Turn-Big-Data-aspirations-into-business-value/ba-p/5278">
    <title>Turn Big Data aspirations into business value</title>
    <dc:date>2012-07-31T07:04:14+00:00</dc:date>
    <link>http://h30565.www3.hp.com/t5/Active-Information/Turn-Big-Data-aspirations-into-business-value/ba-p/5278</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Big data is one thing; finding the business value in it is a bit harder - MIT's Sloan Management Review suggests that
 "…a large percentage of stored data serves no useful purpose because management has not specified how it will be used: who will make what decisions or provide what services with what data.”
Interestingly, the research suggests starting at the operational level rather than attempting analytics.]]></description>
<dc:subject>newsletter business value operations analytics big data</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:8ceb64cc07eb/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:value"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:operations"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:analytics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:big"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:data"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.euansemple.com/theobvious/2012/7/30/state-of-the-net-2012.html">
    <title>- The Obvious? - State Of The Net 2012</title>
    <dc:date>2012-07-31T06:59:08+00:00</dc:date>
    <link>http://www.euansemple.com/theobvious/2012/7/30/state-of-the-net-2012.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Euan's talk at State of the Net 2012 - a primer on not only what internal use of social media organisations can adopt, but a consideration of the implications of doing so for individuals.]]></description>
<dc:subject>newsletter socialnetworking social enterprise</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:a7aea536dae7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:socialnetworking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:social"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprise"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://opensource.com/business/12/7/atlassians-big-experiment-performance-reviews?sc_cid=70160000000IDmjAAG">
    <title>Atlassian's big experiment with performance reviews</title>
    <dc:date>2012-07-31T06:53:11+00:00</dc:date>
    <link>http://opensource.com/business/12/7/atlassians-big-experiment-performance-reviews?sc_cid=70160000000IDmjAAG</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[My opinion of individual performance reviews is fairly well-known, and anecdotally well-supported. What has been missing, though, is a viable alternative to the process that most HR software supports. Atlassian found this too, but being software developers weren't prepared to let that lie. They are not only hacking together a working alternative process, but are sharing it for our interest and education …]]></description>
<dc:subject>newsletter motivation management HR appraisal performance</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:2b5f2755ff5f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:motivation"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:HR"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:appraisal"/>
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</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://stoweboyd.com/post/25651994091/at-large-in-the-post-normal-beyond-futurism">
    <title>At Large in the Post-Normal Beyond Futurism</title>
    <dc:date>2012-06-25T03:27:02+00:00</dc:date>
    <link>http://stoweboyd.com/post/25651994091/at-large-in-the-post-normal-beyond-futurism</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[If you struggle with what we consider “normal” at the moment, you may have bigger problems with “post-normal”, and the ubiquity of VUCA (volatility, uncertainty, complexity and ambiguity). Boyd considers what we might need to make sense of the world, and sees “speculative design” which considers “implications” as more important than “applications” of design]]></description>
<dc:subject>design generalist newsletter future</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:8d2a70f6c885/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:generalist"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:future"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://knowledge.wharton.upenn.edu/article.cfm?articleid=3027">
    <title>Why Good People Can't Get Jobs: Chasing After the 'Purple Squirrel'</title>
    <dc:date>2012-06-21T02:36:15+00:00</dc:date>
    <link>http://knowledge.wharton.upenn.edu/article.cfm?articleid=3027</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Despite the number of unemployed, employers are still complaining they can't find the right people and skills. If that's your situation, maybe you'll find it's your own fault: you're chasing a “purple squirrel”. Another interesting question: do you know how much a vacancy costs you? The answer to that might indicate that your accounting is inadequate, and more concerned with costs than value …]]></description>
<dc:subject>newsletter recruitment workforce skills employment</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:7c685f97b721/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:recruitment"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:workforce"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:skills"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:employment"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/cs/2012/06/all_hail_the_generalist.html">
    <title>All Hail the Generalist</title>
    <dc:date>2012-06-04T23:09:28+00:00</dc:date>
    <link>http://blogs.hbr.org/cs/2012/06/all_hail_the_generalist.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[This post floats the idea that being a generalist better prepares you for dealing with ambiguity and uncertainty than specialisation; and that both prediction and perspective are improved with less focus on the specific.
And yes, I realise this could be my own cognitive bias at work …]]></description>
<dc:subject>newsletter generalist philosophy management leadership</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:4332f5a521d5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:philosophy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.gardeviance.org/2012/05/on-death-of-great-companies.html">
    <title>On the death of great companies</title>
    <dc:date>2012-05-29T12:24:03+00:00</dc:date>
    <link>http://blog.gardeviance.org/2012/05/on-death-of-great-companies.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[The disruptive effect of commoditisation, and how ubiquity opens up higher orders of activity - and what the cloud might mean for Microsoft.]]></description>
<dc:subject>disruption newsletter business model cloud</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:c5bc06efac58/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:disruption"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:cloud"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.iveybusinessjournal.com/topics/leadership/willful-blindness-when-a-leader-turns-a-blind-eye">
    <title>Willful Blindness: When a Leader Turns a Blind Eye</title>
    <dc:date>2012-05-24T11:09:34+00:00</dc:date>
    <link>http://www.iveybusinessjournal.com/topics/leadership/willful-blindness-when-a-leader-turns-a-blind-eye</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[The concept of “willfull blindness” explains a range of societal disasters, from the GFC to the glass ceiling … and the effects are amplified by power. This post speaks to the necessity for asking unpleasant and awkward questions, especially when we feel least like doing so.]]></description>
<dc:subject>Bias cognition power newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:03f55494e4f6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Bias"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:cognition"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:power"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://afr.com/p/technology/how_to_avoid_the_post_crisis_crisis_2ZRG1QL5Wtownte2wsxi4K">
    <title>How to avoid the post-crisis crisis</title>
    <dc:date>2012-05-01T11:51:19+00:00</dc:date>
    <link>http://afr.com/p/technology/how_to_avoid_the_post_crisis_crisis_2ZRG1QL5Wtownte2wsxi4K</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA["No crisis improves with age" … despite that, companies are still deluding themselves that they can control the message in times of trouble. Increasingly the public can tell the story way faster than the PR crew can craft a careful message - how do you deal with that? More truth, less spin …]]></description>
<dc:subject>crisis newsletter news pr</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:cb8bf3ae1ca9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:crisis"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:news"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:pr"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.forbes.com/sites/francinemckenna/2012/04/23/how-zynga-facebook-and-groupons-go-to-auditor-rewrites-accounting-rules/">
    <title>How Zynga, Facebook and Groupon's Go-To Auditor Rewrites Accounting Rules - Forbes</title>
    <dc:date>2012-04-24T01:34:16+00:00</dc:date>
    <link>http://www.forbes.com/sites/francinemckenna/2012/04/23/how-zynga-facebook-and-groupons-go-to-auditor-rewrites-accounting-rules/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[An article interesting on two levels: it raises some questions about pre-IPO financial advice and post-IPO audit deals; and it also raises some interesting questions about how we account in the real world for financial transactions played out in a virtual world. One for the accounting wonks out there …]]></description>
<dc:subject>newsletter audit Accounting game currency goods</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:a09c769ad594/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:audit"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Accounting"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:game"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:currency"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:goods"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://buzzmachine.com/2012/04/20/journalism-inside/">
    <title>Journalism Inside®</title>
    <dc:date>2012-04-23T10:20:43+00:00</dc:date>
    <link>http://buzzmachine.com/2012/04/20/journalism-inside/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[While we may have outgrown the need for dead-tree newspapers, we will continue to value the practice of journalism (even if we don't call it that in the future). Jeff Jarvis explores some possibilities for the future of journalism …]]></description>
<dc:subject>newsletter vrm journalism</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:4d9266ed7a2e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:vrm"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:journalism"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.gardeviance.org/2012/03/tens-graphs-on-organisational-warfare.html">
    <title>Ten graphs on organisational warfare</title>
    <dc:date>2012-04-20T10:58:44+00:00</dc:date>
    <link>http://blog.gardeviance.org/2012/03/tens-graphs-on-organisational-warfare.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A fairly deep look at (and great synthesis of) models of business competition tied together as an explanation of how organisational warfare is conducted, and why business can be complex.]]></description>
<dc:subject>newsletter organisation innovation businessModel business</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:e21f0f751b99/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:organisation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:businessModel"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.umairhaque.com/2012/03/great-devolution.html">
    <title>The Great Devolution</title>
    <dc:date>2012-03-20T11:24:26+00:00</dc:date>
    <link>http://www.umairhaque.com/2012/03/great-devolution.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[It seems we have to get to within a hair's breadth of catastrophe before we realise there's a problem. Haque describes our current devolution as institutional failure, and leaves us on an uncharacteristically pessimistic note …]]></description>
<dc:subject>newsletter zombieconomy economy eudaimonics</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:34b73269b4a8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:zombieconomy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:economy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:eudaimonics"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fastcoexist.com/1679493/the-new-rules-of-innovation-bottom-up-solutions-to-top-down-problems">
    <title>The New Rules Of Innovation: Bottom-Up Solutions To Top-Down Problems</title>
    <dc:date>2012-03-20T09:20:37+00:00</dc:date>
    <link>http://www.fastcoexist.com/1679493/the-new-rules-of-innovation-bottom-up-solutions-to-top-down-problems</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Another look at innovation and creativity; with some slightly off-centre ideas about how we can improve our chances of solving the “wicked” problems facing us. Major points: re-invent education to put it back in touch with the needs of this century, rather than the 19th; find a different type of capitalism to reward the productive economy; and rethinking government's role in assisting innovation.]]></description>
<dc:subject>newsletter inequality creativity school capitalism innovation</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:d4ff3ce75bd0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:inequality"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:school"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:capitalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://online.wsj.com/article/SB10001424052970203370604577265632205015846.html">
    <title>How to Be Creative</title>
    <dc:date>2012-03-20T09:10:01+00:00</dc:date>
    <link>http://online.wsj.com/article/SB10001424052970203370604577265632205015846.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Interesting article about how everyone of us can be creative - it's a skill rather than a gift. What may be “gifts” are the techniques of creativity, but they're not exclusive to any of us; they can be developed.]]></description>
<dc:subject>newsletter neuroscience innovation creativity</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:e79afd4a4804/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:neuroscience"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:creativity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://fistfuloftalent.com/2012/01/face-it-we-build-cool-space-because-we-dont-know-how-to-build-great-managers.html">
    <title>FACE IT: We Build Cool Space Because We Don’t Know How to Build Great Managers…</title>
    <dc:date>2012-03-15T04:46:15+00:00</dc:date>
    <link>http://fistfuloftalent.com/2012/01/face-it-we-build-cool-space-because-we-dont-know-how-to-build-great-managers.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A tongue-in-cheek approach to a serious topic: we continue to avoid the difficult tasks in management in favour of “cheque-book” improvements that don't require an uncomfortable culture change. Problem is, people are starting to see through the facade …]]></description>
<dc:subject>newsletter work management culture leadership</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:393f4eeb31f8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:leadership"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://edition.cnn.com/2011/OPINION/09/07/rushkoff.jobs.obsolete/">
    <title>Are jobs obsolete?</title>
    <dc:date>2012-03-14T10:04:23+00:00</dc:date>
    <link>http://edition.cnn.com/2011/OPINION/09/07/rushkoff.jobs.obsolete/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Douglas Rushkoff suggests that, as has been happening for centuries, technology is doing away with jobs as we know them. While the current idea seems to be to let the people who lose jobs suffer, Rushkoff posits that it is time for a rethink of whether or not the idea of working for someone else still makes sense. It is after all, a relatively recent phenomenon …]]></description>
<dc:subject>newsletter technology rushkoff future economics employment work jobs</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:49a785d1742b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:technology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:rushkoff"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:future"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:employment"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:jobs"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.jarche.com/2012/03/making-collaborative-work-work/">
    <title>Making collaborative work work</title>
    <dc:date>2012-03-09T06:43:11+00:00</dc:date>
    <link>http://www.jarche.com/2012/03/making-collaborative-work-work/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Is “social business” necessary for collaboration? No - ALL business is collaborative. But  three simple “social” principles can make collaboration in your business BETTER. Simple in principle, that is … execution is the trick. You'll see what I mean when you read the post!]]></description>
<dc:subject>collaboration socialbusiness enterprise2.0 newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:bbf32db9a7b9/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:socialbusiness"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.estherderby.com/2012/02/but-are-they-working-hard.html">
    <title>But are they working hard?</title>
    <dc:date>2012-03-07T06:15:02+00:00</dc:date>
    <link>http://www.estherderby.com/2012/02/but-are-they-working-hard.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A look at the problems managers get themselves into when they concentrate on inputs (hours worked, “busyness”) rather than outputs (actual results); and when they try and attribute team results to individuals … most performance reviews completely ignore that individual achievements in a business context are extremely rare - most, if not all, results are a collective effort.]]></description>
<dc:subject>teams performance business measurement newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:6ccb2736c408/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:teams"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:performance"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:measurement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.law.harvard.edu/doc/2012/02/29/edging-toward-the-fully-licensed-world/">
    <title>Edging toward the fully licensed world</title>
    <dc:date>2012-03-07T06:07:32+00:00</dc:date>
    <link>http://blogs.law.harvard.edu/doc/2012/02/29/edging-toward-the-fully-licensed-world/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[So who owns what on the Internet? Doc Searls looks at why we need to think now about what sort of “ownership” we want for the Internet, before corporations turn it into a shopping strip, and we lose the freedoms that make the Internet valuable. SOPA, PIPA and ACTA are just the tip of the iceberg …]]></description>
<dc:subject>internet control freedom newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:98025688fd3d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:internet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:control"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:freedom"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.marco.org/2012/02/25/right-vs-pragmatic">
    <title>Right versus pragmatic</title>
    <dc:date>2012-02-26T23:00:37+00:00</dc:date>
    <link>http://www.marco.org/2012/02/25/right-vs-pragmatic</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Note to big media: don't fight demand; address it. A pragmatic approach to piracy illustrated by men's bathroom habits …]]></description>
<dc:subject>newsletter social pragmatism psychology piracy</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:61f913ab7b79/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:social"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:pragmatism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:psychology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:piracy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://nexalogyenvironics.com/uncategorized/what-makes-the-most-creative-teams/">
    <title>What Makes The Most Creative Teams?</title>
    <dc:date>2012-02-23T06:11:24+00:00</dc:date>
    <link>http://nexalogyenvironics.com/uncategorized/what-makes-the-most-creative-teams/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Somewhere between “complete strangers” and “have worked closely together for years” is a sweet spot for collaborative innovation; where the overhead of building relationships is done, and the team hasn't settled into groupthink yet.]]></description>
<dc:subject>newsletter entrepreneurship creativity</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:f14684834ef5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:creativity"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/haque/2012/02/why_love_matters_more_and_less.html">
    <title>Why Love Matters More (And Less) Than You Think</title>
    <dc:date>2012-02-23T06:02:36+00:00</dc:date>
    <link>http://blogs.hbr.org/haque/2012/02/why_love_matters_more_and_less.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Written around Valentine's Day, this is neither romantic or un-businesslike, but a continuation of Umair's ideas about living a better life, and creating a better economy as we do.]]></description>
<dc:subject>newsletter betterness</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:1068e6a446f5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:betterness"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.xconomy.com/san-francisco/2012/02/21/google-transit-a-search-giant-remaps-public-transportation/?single_page=true">
    <title>Google Transit: A Search Giant Remaps Public Transportation</title>
    <dc:date>2012-02-23T03:02:48+00:00</dc:date>
    <link>http://www.xconomy.com/san-francisco/2012/02/21/google-transit-a-search-giant-remaps-public-transportation/?single_page=true</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[One of Google's un-heralded map applications may be one of its most useful, and becomes more so as more data is made open by transport operators and municipalities. Never used it? Maybe you're driving too much :)]]></description>
<dc:subject>newsletter maps opendata transportation google</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:22d7f11e58d2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:maps"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:opendata"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:transportation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:google"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://thehealthcareblog.com/blog/2012/02/13/privacy-in-the-age-of-big-data/">
    <title>Privacy in the Age of Big Data</title>
    <dc:date>2012-02-23T02:35:15+00:00</dc:date>
    <link>http://thehealthcareblog.com/blog/2012/02/13/privacy-in-the-age-of-big-data/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A balanced discussion on the privacy cost: public benefit trade-offs we make (wittingly or not) with the increase in data collected and aggregated. The data domain under discussion is one (health care) where both privacy concerns and public benefit are magnified … some interesting points made about personal control over data, too.]]></description>
<dc:subject>newsletter data InformationGovernance Deidentification BigData</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:a1a3e790eece/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:data"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:InformationGovernance"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Deidentification"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:BigData"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.forbes.com/sites/techonomy/2011/11/30/now-every-company-is-a-software-company/">
    <title>Now Every Company Is A Software Company</title>
    <dc:date>2012-02-23T02:00:48+00:00</dc:date>
    <link>http://www.forbes.com/sites/techonomy/2011/11/30/now-every-company-is-a-software-company/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[and the reason is the explosion of data: “Big data can get us to business at the speed of thought … But the reality is that most companies do business at the speed of the weekly meeting.”
Companies in all industries are finding that software and the data it manages are becoming core to their business, rather than a back-office prop.]]></description>
<dc:subject>newsletter business management innovation software strategy</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:a1e56e71bdc1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:software"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://broadstuff.com/archives/2586-Social-Business-or-whatever-happened-to-Enterprise-2.0.html">
    <title>Social Business - or whatever happened to Enterprise 2.0?</title>
    <dc:date>2012-02-19T02:16:14+00:00</dc:date>
    <link>http://broadstuff.com/archives/2586-Social-Business-or-whatever-happened-to-Enterprise-2.0.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Possibly the most balanced, nuanced, and comprehensive look at the structure of Enterprise2.0/Social Business I've seen in quite a while. Key point - it won't work too well if you haven't got Enterprise 0 and 1 working as well.]]></description>
<dc:subject>newsletter social_business enterprise2.0 definition</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:76aff6a2f4bd/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:social_business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:definition"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://achurchassociates.com/2012/02/15/adapt-or-die/">
    <title>Adapt or Die?</title>
    <dc:date>2012-02-15T13:59:33+00:00</dc:date>
    <link>http://achurchassociates.com/2012/02/15/adapt-or-die/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[My post on social media adoption and commitment … (I warned you)]]></description>
<dc:subject>newsletter strategy socialmedia social</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:cfd1d19860b3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:socialmedia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:social"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.codinghorror.com/blog/2012/02/meetings-where-work-goes-to-die.html">
    <title>Meetings: Where Work Goes to Die</title>
    <dc:date>2012-02-14T23:06:25+00:00</dc:date>
    <link>http://www.codinghorror.com/blog/2012/02/meetings-where-work-goes-to-die.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[We all hate them, but that's probably because we're doing them wrong. Here's some good ideas about effective meetings. The one I liked most? Make ALL attendees optional, and if nobody shows up, maybe they're right.]]></description>
<dc:subject>newsletter work productivity management meetings</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:a52ceaae50a3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:productivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:meetings"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.vanityfair.com/culture/features/2011/12/tsa-insanity-201112.print?currentPage=all,%20http://www.vanityfair.com/culture/features/2011/12/tsa-insanity-201112.print?currentPage=all">
    <title>Does Airport Security Really Make Us Safer?</title>
    <dc:date>2012-02-14T10:03:14+00:00</dc:date>
    <link>http://www.vanityfair.com/culture/features/2011/12/tsa-insanity-201112.print?currentPage=all,%20http://www.vanityfair.com/culture/features/2011/12/tsa-insanity-201112.print?currentPage=all</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[The questioning of billions of dollars on useless security theatre in out airports is going mainstream ... the problem is overblown, the "solution" is expensive, and ineffective to boot. 
What works? Locking the cockpit door, matching luggage to passengers, passengers who will fight back. Best place to invest? Good old-fashioned intelligence and police work …]]></description>
<dc:subject>newsletter theatre airport security</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:bcbe1b20efeb/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:theatre"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:airport"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:security"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://pandodaily.com/2012/02/11/why-oracle-may-really-be-doomed-this-time/">
    <title>Why Oracle May Really Be Doomed This Time</title>
    <dc:date>2012-02-14T10:01:49+00:00</dc:date>
    <link>http://pandodaily.com/2012/02/11/why-oracle-may-really-be-doomed-this-time/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[It's become popular to start writing off the software dinosaurs - this is another recent crack at it, suggesting that Oracle will be done away with by a new generation of users and cloud/SaaS. 
It's a story that's been told before, but the conviction is increasing …]]></description>
<dc:subject>newsletter SAP enterprise saas oracle</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:51769d61e393/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:SAP"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprise"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:saas"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:oracle"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.forbes.com/sites/ciocentral/2012/02/09/the-end-of-erp/">
    <title>The End Of ERP</title>
    <dc:date>2012-02-14T09:56:00+00:00</dc:date>
    <link>http://www.forbes.com/sites/ciocentral/2012/02/09/the-end-of-erp/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[So what happens to monolithic ERP software in the age of service-based offerings? According to this guy (who has a vested interest, it should be said), they die …]]></description>
<dc:subject>newsletter business service-based ERP technology</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:d90d0e913049/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:service-based"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:ERP"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:technology"/>
</rdf:Bag></taxo:topics>
</item>
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