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    <description>recent bookmarks from aqualung</description>
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	<rdf:li rdf:resource="http://broadstuff.com/archives/2023-Privacy-says-the-end-of-Facebook.html"/>
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	<rdf:li rdf:resource="http://gobigalways.com/sap-missing-the-boat-you-sunk-my-battleship/"/>
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	<rdf:li rdf:resource="http://blogs.zdnet.com/collaboration/?p=388"/>
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  </channel><item rdf:about="http://www.adamalthus.com/blog/2013/04/04/the-composable-enterprise/">
    <title>The Composable Enterprise</title>
    <dc:date>2015-01-16T05:50:54+00:00</dc:date>
    <link>http://www.adamalthus.com/blog/2013/04/04/the-composable-enterprise/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Jonathon Murray seems to come to this point from a technology view (I'm happy to be corrected), but sensibly so as he describes what has always seemed to me to be the natural extension of service design AND service-oriented architecture - a business organisation that is composed and structured based on the services it provides to itself and others; and made, unmade and remade as they change … in hardware we called it plug-and-play; in wetware we call it a service-based business. There's not a lot of examples in the wild (Amazon being the current poster child, and gov.uk is working towards it) but we are starting to hear aspirations from some of our clients to head in this direction. I suspect that most don't yet understand the extent of the change they want to make, but this is another opportunity for business architecture to provide the required scope and thinking to make it happen.]]></description>
<dc:subject>enterprise architecture service-based business composable enterrpise newsletter</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:4e4129f653ff/</dc:identifier>
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<item rdf:about="http://www.accelare.com/blog/2014/06/01/the-elusive-high-performance-organization">
    <title>The Elusive High Performance Organization</title>
    <dc:date>2015-01-16T05:48:47+00:00</dc:date>
    <link>http://www.accelare.com/blog/2014/06/01/the-elusive-high-performance-organization</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[“When we think about personal or organizational performance, we tend to see it as a linear scale – bad, good, better, best – or something similar. This is an appropriate way to look at productivity, which is the primary way we measure both organizations and people, but high performance organizations do not just produce more, they produce “different”.” Jeff Scott works the theme of efficiency vs. effectiveness in a series of posts that try to define what a “high performance” organisation might look like (and suggests they might even be inefficient). This is an area where business architecture can help you figure out which organisational capabilities should be efficient/boring/in-market, and those where effectiveness (even to the point of inefficiency) is more important to pursue.]]></description>
<dc:subject>efficiency effectiveness performance enterprise architecture business newsletter</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
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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://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 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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<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>
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<item rdf:about="http://blog.hubspot.com/blog/tabid/6307/bid/33839/pinterest-finally-rolls-out-business-accounts-how-to-set-yours-up-today">
    <title>Pinterest Finally Rolls Out Business Accounts: How to Set Yours Up Today</title>
    <dc:date>2012-11-15T00:17:51+00:00</dc:date>
    <link>http://blog.hubspot.com/blog/tabid/6307/bid/33839/pinterest-finally-rolls-out-business-accounts-how-to-set-yours-up-today</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[#Pinterest finally rolls out #business accounts: How to set yours up via @Hubspot ]]></description>
<dc:subject>business Pinterest</dc:subject>
<dc:source>https://twitter.com/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:2cf9e0f2d4ae/</dc:identifier>
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<item rdf:about="http://www.davegrayinfo.com/2012/08/26/the-connected-company/">
    <title>The Connected Company</title>
    <dc:date>2012-09-19T02:36:58+00:00</dc:date>
    <link>http://www.davegrayinfo.com/2012/08/26/the-connected-company/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[As companies and their environments grow in complexity, we need to rethink the way they are put together - we face diminishing returns from growth because they are sub-linear (more growth, less productivity) … This post (and the book) suggests that rather than build companies like machines, we build them like living organisms:
“To design the connected company we must focus on the company as a complex ecosystem, a set of connections and potential connections, a decentralized organism that has eyes and ears everywhere that people touch the company, whether they are employees, partners, customers or suppliers.”]]></description>
<dc:subject>newsletter corporations connection work business design</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
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<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>
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</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://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://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.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://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://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>
<item rdf:about="http://www.thedominoproject.com/2012/01/knock-knock-its-the-future-building-59.html">
    <title>Knock, knock, it’s the future (Building 59)</title>
    <dc:date>2012-01-23T06:19:06+00:00</dc:date>
    <link>http://www.thedominoproject.com/2012/01/knock-knock-its-the-future-building-59.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[What's behind SOPA/PIPA is a small group of large businesses whose business model is disappearing. Like Kodak, they are trying to ignore the future. Like Kodak, they may find that it is an exercise in futility and the road to failure …
]]></description>
<dc:subject>newsletter SOPA business disruptive_innovation Future</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:e87764b17bd6/</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:SOPA"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:disruptive_innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Future"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.forbes.com/sites/stevedenning/2011/11/18/clayton-christensen-how-pursuit-of-profits-kills-innovation-and-the-us-economy/">
    <title>How Pursuit of Profits Kills Innovation and the U.S. Economy</title>
    <dc:date>2012-01-10T12:12:50+00:00</dc:date>
    <link>http://www.forbes.com/sites/stevedenning/2011/11/18/clayton-christensen-how-pursuit-of-profits-kills-innovation-and-the-us-economy/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[… or any other economy for that matter. So outsourcing makes you profitable - what happens when somebody else does everything for your business? What reason do you have for it existing?

This is one of the insidious results of a fascination with economic profit to the exclusion of other types of value, and also of only using percentage-type measures.

Making your customers' lives better will keep you in business longer and better than just chasing internally-focussed profit measure.
]]></description>
<dc:subject>newsletter disruptive profit business innovation</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:7d92f4d779aa/</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:disruptive"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:profit"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.forbes.com/sites/venkateshrao/2011/12/05/the-rise-of-developeronomics/">
    <title>The Rise of Developeronomics</title>
    <dc:date>2012-01-10T11:57:38+00:00</dc:date>
    <link>http://www.forbes.com/sites/venkateshrao/2011/12/05/the-rise-of-developeronomics/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Know any good software developers? Invest in them. Whether you realise it or not, your company is a software company, regardless of what you are making as a product. And those tme developers you have?: “In most non-software companies, developers have so far accepted a sort of second-class-citizen status despite their increasing scarcity and increasingly critical roles. That is about to change.”  Developers - the new kingmakers …
]]></description>
<dc:subject>software development business future economics newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:41c04220c913/</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:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<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:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.stoweboyd.com/post/11271604714/show-us-a-way-out">
    <title>Show Us A Way Out</title>
    <dc:date>2011-10-11T04:43:47+00:00</dc:date>
    <link>http://www.stoweboyd.com/post/11271604714/show-us-a-way-out</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[
                
                    This is a protest from the Middle Ages; neo-feudalism rather than neo-liberalism. Is this what happens when our short-term investment horizons encourage business to look beyond "healthy" sustainable profits, and insist on them producing increasingly-growing profits? I think we're well past "enough" now …
                
            ]]></description>
<dc:subject>society business OccupyWallStreet 99% newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:b4235b01c564/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:society"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:OccupyWallStreet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:99%"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.xpragma.com/view180.php">
    <title>Talking about a world without faces</title>
    <dc:date>2011-09-06T11:44:48+00:00</dc:date>
    <link>http://www.xpragma.com/view180.php</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[One of a couple of posts recently seen that go to the heart of a problem with the idea of "social business" or Enterprise2.0: in the end, social networking/media in the enterprise is only effective if people voluntarily adopt. The implication of that, often forgotten, is that some won't. We have to be realistic, therefore, about what is possible … this post also demonstrates that adoption can only be maximised if we make the "social" part of every body's "business".]]></description>
<dc:subject>socialbusiness business enterprise2.0 newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:52f7734765d7/</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:business"/>
	<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://bhorowitz.com/2011/07/20/when-employees-misinterpret-managers/">
    <title>When Employees Misinterpret Managers</title>
    <dc:date>2011-07-30T07:22:11+00:00</dc:date>
    <link>http://bhorowitz.com/2011/07/20/when-employees-misinterpret-managers/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA["What gets measured gets done" - but you need to beware of unintended behaviours driven by poorly-thought-through metrics. And another caveat: managing by numbers only is a bit like painting by numbers: for amateurs and pre-schoolers.]]></description>
<dc:subject>business management psychology newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:ce3eb159cbbc/</dc:identifier>
<taxo:topics><rdf:Bag>	<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:psychology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.randsinrepose.com/archives/2011/07/12/bored_people_quit.html">
    <title>Bored People Quit</title>
    <dc:date>2011-07-30T07:17:17+00:00</dc:date>
    <link>http://www.randsinrepose.com/archives/2011/07/12/bored_people_quit.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[And who gets bored quickest? Your smartest people. How do you stop them getting bored? Give them interesting tasks. What if I have no interesting tasks? Prepare for a slow and tedious extinction …]]></description>
<dc:subject>business management work career newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:8d4427027149/</dc:identifier>
<taxo:topics><rdf:Bag>	<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:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:career"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://hbr.org/2011/01/the-big-idea-creating-shared-value/ar/1">
    <title>The Big Idea: Creating Shared Value</title>
    <dc:date>2011-07-30T06:37:25+00:00</dc:date>
    <link>http://hbr.org/2011/01/the-big-idea-creating-shared-value/ar/1</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Michael Porter suggesting that there is a way to build economic value that provides societal value as well - it's just that we might have to think outside of out-dated business models to achieve it: "The purpose of the corporation must be redefined as creating shared value, not just profit per se. This will drive the next wave of innovation and productivity growth in the global economy. It will also reshape capitalism and its relationship to society. Perhaps most important of all, learning how to create shared value is our best chance to legitimize business again. "]]></description>
<dc:subject>business strategy sustainability value capitalism newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:e9ffd21bdc64/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:sustainability"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:value"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:capitalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/kotter/2011/05/two-structures-one-organizatio.html">
    <title>Hierarchy and Network: Two Structures, One Organization</title>
    <dc:date>2011-07-30T06:29:36+00:00</dc:date>
    <link>http://blogs.hbr.org/kotter/2011/05/two-structures-one-organizatio.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Kotter makes the valid point that hierarchies are optimised for repetition, stability and efficiency. Which means they don't change or adapt well. He explores the possibility of a simultaneous network structure to handle change … an idea that strikes me as unlikely in practice. What I CAN see happening is a continuous flux between network (for periods of change or instability) morphing into hierarchy, and then back again through the cycle. What I PREFER to see is network structures for operation, and hierarchy for administration - suit the structure to the purpose.]]></description>
<dc:subject>hierarchy management business change network enterprise newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:2d7635762474/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:hierarchy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:network"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprise"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.constellationrg.com/21495/why-exception-handling-should-be-the-rule/">
    <title>Why Exception Handling Should be the Rule</title>
    <dc:date>2011-07-25T05:17:52+00:00</dc:date>
    <link>http://www.constellationrg.com/21495/why-exception-handling-should-be-the-rule/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Handling repeatable processes is now table stakes - if you're a sizeable company and  can't handle the bulk of your business value transactions "automatically" with a standard (probably automated) process, you won't stay in business for long. <br />
Where the differentiation comes is in handling exceptions to the "standard" process. These shouldn't be seen as problems - they are often an opportunity to really put yourself ahead of competitors in the eyes of the customer … so it's worth thinking about how to accommodate exceptions better.]]></description>
<dc:subject>business process exceptions management newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:b1be246be4ec/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:process"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:exceptions"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.msdn.com/b/nickmalik/archive/2011/07/21/the-rule-of-ea-governance.aspx">
    <title>The Rule of EA Governance</title>
    <dc:date>2011-07-25T05:11:14+00:00</dc:date>
    <link>http://blogs.msdn.com/b/nickmalik/archive/2011/07/21/the-rule-of-ea-governance.aspx</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Not "rules" - a singular "rule". And it's an important one, not just for enterprise architecture: every business capability and process should have a single owner. Without that, there is no accountability - but there is likely to be duplication. ]]></description>
<dc:subject>governance business enterprisearchitecture newslettter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:05d7c25e9667/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprisearchitecture"/>
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</item>
<item rdf:about="http://www.time.com/time/magazine/article/0,9171,2081930,00.html">
    <title>Why a Rise in M.B.A.s Coincided with the Fall of American Industry</title>
    <dc:date>2011-07-11T06:40:55+00:00</dc:date>
    <link>http://www.time.com/time/magazine/article/0,9171,2081930,00.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[What happens when senior management becomes more and more abstracted from the busness' product(s). In the end people deal with the things they are most comfortable with, and ultimately MBAs deal with finances and organisational structures … not the product; so the product suffers. When that happens, all the case studies in the world can't help you. Who is more interested in products? Engineers … ]]></description>
<dc:subject>business management innovation newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:9ac623c69bb9/</dc:identifier>
<taxo:topics><rdf:Bag>	<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:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.stoweboyd.com/post/6722753297/a-liquid-not-a-solid-a-city-not-a-machine">
    <title>A Liquid, Not A Solid: A City, Not A Machine</title>
    <dc:date>2011-07-05T08:02:57+00:00</dc:date>
    <link>http://www.stoweboyd.com/post/6722753297/a-liquid-not-a-solid-a-city-not-a-machine</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Another post from Stowe Boyd where he suggests that the shape of business will not change, but disappear - become more liquid, less defined in form. He suggests the end of the business process - and I agree when it comes to human work in the organisation. Processes will still exist, but if it's repeatable, it will be automated. Humans looking after the exceptions will do so better without the process, but with a network.]]></description>
<dc:subject>newenterprise business work newsletter organisation</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:f883e29e0db4/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
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</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.forbes.com/ciocentral/2011/06/20/enterprise-architecture-moving-from-chaos-to-business-value/">
    <title>Enterprise Architecture: Moving From Chaos To Business Value</title>
    <dc:date>2011-07-04T01:51:06+00:00</dc:date>
    <link>http://blogs.forbes.com/ciocentral/2011/06/20/enterprise-architecture-moving-from-chaos-to-business-value/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Useful overview of the value of enterprise architecture, and the iterative nature of its application to business (a point often overlooked by consultants who want to "boil the ocean" with some methodology). Talks up TOGAF, which is more a method of creating a framework than a framework that can be applied out of the box to your business - but becoming a useful frame of reference for practitioners as it leaves its IT roots further behind.]]></description>
<dc:subject>enterprisearchitecture EA business strategy newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:2cafd9041828/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprisearchitecture"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
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</item>
<item rdf:about="http://www.dachisgroup.com/2011/06/take-your-sharepoint-implementation-to-the-next-level/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+dachisgroup+%28Collaboratory+-+Dachis+Group%29">
    <title>Take your SharePoint implementation to the next level</title>
    <dc:date>2011-06-06T13:15:20+00:00</dc:date>
    <link>http://www.dachisgroup.com/2011/06/take-your-sharepoint-implementation-to-the-next-level/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+dachisgroup+%28Collaboratory+-+Dachis+Group%29</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[In which it is demonstrated that it IS possible to turn a Sharepoint implementation into a social business tool … but it's still lipstick on a pig. There's a whole lot of good reasons for not using Sharepoint for your social tool of choice - and this is a pro-Sharepoint post! Biggest issue - Sharepoint is document-centric, not people-centric; it is structurally non-social. If you're interested in Enterprise 2.0/Social Business, there's a whole lot of stuff that works better - but hey! - it COULD work.]]></description>
<dc:subject>social business E2.0 Sharepoint newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:c6e1b4ca7975/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:social"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:E2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Sharepoint"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.dachisgroup.com/2011/06/take-your-sharepoint-implementation-to-the-next-level/">
    <title>Take your SharePoint implementation to the next level</title>
    <dc:date>2011-06-06T13:15:20+00:00</dc:date>
    <link>http://www.dachisgroup.com/2011/06/take-your-sharepoint-implementation-to-the-next-level/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[In which it is demonstrated that it IS possible to turn a Sharepoint implementation into a social business tool … but it's still lipstick on a pig. There's a whole lot of good reasons for not using Sharepoint for you social tool of choice - and this is a pro-Sharepoint post! Biggest issue - Sharepoint is document-centric, not people-centric; it is structurally non-social. If you're interested in Enterprise 2.0/Social Business, there's a whole lot of stuff that works better - but hey! - it COULD work.]]></description>
<dc:subject>social business E2.0 Sharepoint newsletter</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:bfc25fea8917/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:social"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:E2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Sharepoint"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
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</item>
<item rdf:about="http://blog.thingamy.com/sigs_blog/2011/04/enterprise-software-and-the-complexity-excuse.html">
    <title>Software and the Complexity Excuse</title>
    <dc:date>2011-05-01T11:49:53+00:00</dc:date>
    <link>http://blog.thingamy.com/sigs_blog/2011/04/enterprise-software-and-the-complexity-excuse.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Given that software is just an abstracted model of business (and life!) complexity, perhaps instead of complaining about how complex our business is, we should be looking harder for a better, simpler model]]></description>
<dc:subject>business model abstraction newsletter</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:c43b6a76ffa0/</dc:identifier>
<taxo:topics><rdf:Bag>	<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:abstraction"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.stoweboyd.com/post/4838214752/why-is-surprise-the-permanent-condition-of-the">
    <title>Why is surprise the permanent condition?</title>
    <dc:date>2011-04-29T04:33:46+00:00</dc:date>
    <link>http://www.stoweboyd.com/post/4838214752/why-is-surprise-the-permanent-condition-of-the</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[All our political, financial and business systems strive to reduce variability and unpredictability, which is sometimes a good thing. But in times, circumstance or environment that is naturally "noisy", an enforced calm merely hides the variability from view so it is never considered in our planning. When it finally breaks through, as it almost inevitably will, it comes as a shock, and at a larger scale than when it was suppressed - but it could have been foreseen if we hadn't covered it up.]]></description>
<dc:subject>chaos blackswan prediction stability politics business newsletter</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:52039892cfd1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:chaos"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:blackswan"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:prediction"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:stability"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:politics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
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</item>
<item rdf:about="http://www.theatlantic.com/magazine/print/2006/06/the-management-myth/4883/">
    <title>The Management Myth</title>
    <dc:date>2011-04-21T07:29:24+00:00</dc:date>
    <link>http://www.theatlantic.com/magazine/print/2006/06/the-management-myth/4883/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[One for all the MBAs out there - maybe you should have studied philosophy. A neat précis of management theory, and how the same themes get recycled under new names in a regular cadence, and how they seem to do so little of value. Consultants! Who needs them … ?]]></description>
<dc:subject>business management philosophy newsletter</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:7bf3f3cbf740/</dc:identifier>
<taxo:topics><rdf:Bag>	<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:philosophy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.thesmartworkcompany.com/2011/04/why-social-really-really-matters/">
    <title>Why Social Really, Really Matters</title>
    <dc:date>2011-04-18T05:41:41+00:00</dc:date>
    <link>http://www.thesmartworkcompany.com/2011/04/why-social-really-really-matters/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A slightly different perspective on why "social" matters in business. Working from the perspective that initiative, creativity and passion are by necessity voluntary, unleashing the potential of the people within the organisation means allowing self-determination and empowerment for employees, rather than subjecting them to the "organisation of misery".]]></description>
<dc:subject>work social business empowerment newsletter</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:c889d3e7e312/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:empowerment"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://confusedofcalcutta.com/2011/04/12/musing-about-sharing-and-social-in-business/">
    <title>Musing about sharing and social in business – confused of calcutta</title>
    <dc:date>2011-04-18T02:30:32+00:00</dc:date>
    <link>http://confusedofcalcutta.com/2011/04/12/musing-about-sharing-and-social-in-business/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA["Businesses exist to create customers" (Drucker). "They are organised into firms in order to reduce transaction costs" (Coase).
JP explores the potential of social media to reduce business transaction costs within the trust frameworks found in social networks, and adds some substance to the arguments that networks are increasingly the "business structure" that will be most effective in a cognition rich working environment.]]></description>
<dc:subject>work social networks business newsletter</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:2c742e92cd65/</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:social"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:networks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:newsletter"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.managementexchange.com/blog/why-business-brain-dead-and-how-wake?utm_source=MIX%20Fix">
    <title>Why Business is Brain-Dead--and How to Wake Up | Management Innovation eXchange</title>
    <dc:date>2011-03-15T03:21:13+00:00</dc:date>
    <link>http://www.managementexchange.com/blog/why-business-brain-dead-and-how-wake?utm_source=MIX%20Fix</link>
    <dc:creator>aqualung</dc:creator><dc:subject>umairh business zombieconomy</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:aqualung/b:abb5db43494f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:umairh"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:zombieconomy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://webmink.com/essays/value/">
    <title>Software Freedom Means Business Value « Wild Webmink</title>
    <dc:date>2010-11-15T00:34:01+00:00</dc:date>
    <link>http://webmink.com/essays/value/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Simon Phipps explains how opensource software creates business value, even if business doesn't want to change the source ...]]></description>
<dc:subject>opensource value business freedom</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:e1ef4ffe1d48/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:opensource"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:freedom"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://tech.fortune.cnn.com/2010/08/23/putting-the-passion-back-in-your-organization/">
    <title>How big companies can stop the brain drain - Fortune Tech</title>
    <dc:date>2010-08-27T01:20:10+00:00</dc:date>
    <link>http://tech.fortune.cnn.com/2010/08/23/putting-the-passion-back-in-your-organization/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Chances of this happening in most large companies? Not good ... <br />
Chances of doing this being a prerequisite for the company's survival? Very good ...]]></description>
<dc:subject>business entrepreneurship productivity</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:67b88cf48dda/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:productivity"/>
</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>2010-04-05T12:44:59+00:00</dc:date>
    <link>http://www.shirky.com/weblog/2010/04/the-collapse-of-complex-business-models/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Pre-empt the collapse of complexity - leave the cubicle and learn how to work simply now ...]]></description>
<dc:subject>business economics complexity innovation strategy culture</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:148bea877986/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.infoworld.com/d/adventures-in-it/run-it-business-why-thats-train-wreck-waiting-happen-477">
    <title>Run IT as a business -- why that's a train wreck waiting to happen | Adventures in IT - InfoWorld</title>
    <dc:date>2010-01-28T11:39:46+00:00</dc:date>
    <link>http://www.infoworld.com/d/adventures-in-it/run-it-business-why-thats-train-wreck-waiting-happen-477</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Running your internal IT as a business is setting yourself for failure or irrelevance ... or both. IT needs to be deeply embedded in the business it is a part of ...
]]></description>
<dc:subject>business management it outsourcing governance chargeback</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:46a5730c7d90/</dc:identifier>
<taxo:topics><rdf:Bag>	<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:it"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:outsourcing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:governance"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:chargeback"/>
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</item>
<item rdf:about="http://blogs.hbr.org/haque/2010/01/welcome_finally_to_today_the.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+harvardbusiness%2Fhaque+%28Umair+Haque+on+HBR.org%29">
    <title>Three To-Do's (And To-Don'ts) of 21st Century Strategy - Umair Haque - Harvard Business Review</title>
    <dc:date>2010-01-26T12:07:22+00:00</dc:date>
    <link>http://blogs.hbr.org/haque/2010/01/welcome_finally_to_today_the.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+harvardbusiness%2Fhaque+%28Umair+Haque+on+HBR.org%29</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Aggressive but stirring words from Umair again ... about where we should be putting our efforts in the 21st century]]></description>
<dc:subject>blog economics business umairhaque</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:df4653cb20a5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:blog"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:umairhaque"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.hbr.org/haque/2010/01/welcome_finally_to_today_the.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+harvardbusiness%2Fhaque+(Umair+Haque+on+HBR.org)">
    <title>Three To-Do's (And To-Don'ts) of 21st Century Strategy - Umair Haque - Harvard Business Review</title>
    <dc:date>2010-01-26T12:07:22+00:00</dc:date>
    <link>http://blogs.hbr.org/haque/2010/01/welcome_finally_to_today_the.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+harvardbusiness%2Fhaque+(Umair+Haque+on+HBR.org)</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Aggressive but stirring words from Umair again ... about where we should be putting our efforts in the 21st century
]]></description>
<dc:subject>blog economics business umairhaque</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:05f590ed4e76/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:blog"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:umairhaque"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://broadstuff.com/archives/2023-Privacy-says-the-end-of-Facebook.html">
    <title>Privacy says the Age of Facebook is over? - broadstuff</title>
    <dc:date>2010-01-11T10:07:47+00:00</dc:date>
    <link>http://broadstuff.com/archives/2023-Privacy-says-the-end-of-Facebook.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Alan with a popular explanation for Facebook's privacy changes
]]></description>
<dc:subject>privacy Facebook valuation business</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:13fd2d12f672/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:privacy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Facebook"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:valuation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://evhead.com/2005/11/ten-rules-for-web-startups.asp">
    <title>Evan Williams | evhead: Ten Rules for Web Startups</title>
    <dc:date>2009-12-31T06:17:36+00:00</dc:date>
    <link>http://evhead.com/2005/11/ten-rules-for-web-startups.asp</link>
    <dc:creator>aqualung</dc:creator><dc:subject>startup business web entrepreneurship tips</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:d5123cb569fe/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:startup"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:web"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:entrepreneurship"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:tips"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.stoweboyd.com/message/2009/12/texting-isnt-the-distraction-driving-is-a-parable-for-social-business.html">
    <title>Texting Isn't The Distraction, Driving Is: A Parable For Social Business - /Message</title>
    <dc:date>2009-12-29T08:47:20+00:00</dc:date>
    <link>http://www.stoweboyd.com/message/2009/12/texting-isnt-the-distraction-driving-is-a-parable-for-social-business.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A different way of looking at things - being social at work isn't the problem, it's that the work isn't social ...
]]></description>
<dc:subject>work social business enterprise2.0 via:stoweboyd</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:f9a433898594/</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:social"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:stoweboyd"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://powazek.com/posts/2090">
    <title>Derek Powazek - Spammers, Evildoers, and Opportunists</title>
    <dc:date>2009-12-22T22:47:46+00:00</dc:date>
    <link>http://powazek.com/posts/2090</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[A post on the evils of SEO and how it is poisoning the Web
]]></description>
<dc:subject>seo spam searchengine derekpowazek business google marketing</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:5128c335b37e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:seo"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:spam"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:searchengine"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:derekpowazek"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:google"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:marketing"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.borthwick.com/weblog/2009/10/30/lines-in-the-sand/">
    <title>THINK / Musings» Blog Archive » lines in the sand …</title>
    <dc:date>2009-12-15T00:19:26+00:00</dc:date>
    <link>http://www.borthwick.com/weblog/2009/10/30/lines-in-the-sand/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Lines in the sand and drawing them - 6 principles for starting a web-based business, teasing out specifics of a nebulous "do no evil" mantra
]]></description>
<dc:subject>business web strategy design culture future</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:737305207453/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:web"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:future"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.softwareinsider.org/2009/12/08/tuesdays-tip-apps-strategies-should-start-with-business-value/">
    <title>2010 Apps Strategies Should Start With Business Value</title>
    <dc:date>2009-12-09T00:20:11+00:00</dc:date>
    <link>http://blog.softwareinsider.org/2009/12/08/tuesdays-tip-apps-strategies-should-start-with-business-value/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Working on the "how do you eat an elephant" angle, Ray suggests that if you've used the hierarchy of business needs and the right categorisation of business processes, then it's time to look for "bite-size" opportunities
]]></description>
<dc:subject>business strategy enterprise pyc</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:c4b6f360bbb1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprise"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:pyc"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.softwareinsider.org/2009/09/08/tuesdays-tip-use-the-organizational-hierarchy-of-needs-to-prioritize-apps-strategies/">
    <title>Use The Organizational Hierarchy Of Needs To Prioritize Apps Strategies</title>
    <dc:date>2009-12-09T00:12:48+00:00</dc:date>
    <link>http://blog.softwareinsider.org/2009/09/08/tuesdays-tip-use-the-organizational-hierarchy-of-needs-to-prioritize-apps-strategies/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Mirroring Maslow's hierarchy, Wang identifies the organisations hierarchy of needs, and what it means for strategy
]]></description>
<dc:subject>business strategy needs hierarchy pyc</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:5dfbed5bb53f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:needs"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:hierarchy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:pyc"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.softwareinsider.org/2009/06/16/tuesdays-tips/">
    <title>Drive Cost Savings By Optimizing Commoditized Business Processes</title>
    <dc:date>2009-12-09T00:11:35+00:00</dc:date>
    <link>http://blog.softwareinsider.org/2009/06/16/tuesdays-tips/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[R identifies the key categories of business processes
]]></description>
<dc:subject>process business efficiency effectiveness strategy pyc</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:571eaae4b380/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:process"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:efficiency"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:effectiveness"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:pyc"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://advice.cio.com/thomas_wailgum/erp_backlash_coming_soon_to_a_company_near_you">
    <title>ERP Backlash Coming Soon to a Company Near You | CIO - Blogs and Discussion</title>
    <dc:date>2009-12-06T22:34:06+00:00</dc:date>
    <link>http://advice.cio.com/thomas_wailgum/erp_backlash_coming_soon_to_a_company_near_you</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA["it's essential that CIOs and IT managers spend less time on ERP RFPs, integration headaches and implementation schedules, and more time working hand in hand with business stakeholders on what is needed from IT .." - now there's a thought
]]></description>
<dc:subject>erp project business failure backlash pyc</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:0f287ea504f8/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:erp"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:project"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:failure"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:backlash"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:pyc"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.harvardbusiness.org/hbr/hewlett/2009/08/bulldoze_your_cubicles_for_bet.html">
    <title>Bulldoze Your Cubicles for Better Collaboration - Sylvia Ann Hewlett - Harvard Business Review</title>
    <dc:date>2009-08-26T13:35:15+00:00</dc:date>
    <link>http://blogs.harvardbusiness.org/hbr/hewlett/2009/08/bulldoze_your_cubicles_for_bet.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Now for a statement of the bleeding obvious - cube farms don't work ...
]]></description>
<dc:subject>business culture collaboration work ergonomics cubicle</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:aa55ad483d06/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:work"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:ergonomics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:cubicle"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://dbmoore.blogspot.com/2009/07/enterprise-software-buyers-bill-of.html">
    <title>Enterprise Software Buyers' Bill of Rights and Pricing</title>
    <dc:date>2009-07-23T23:39:59+00:00</dc:date>
    <link>http://dbmoore.blogspot.com/2009/07/enterprise-software-buyers-bill-of.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[What price are you willing to pay to reduce risk and improve benefits?
]]></description>
<dc:subject>enterprise business software buy negotiation</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:c7d72f95f4ac/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:enterprise"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:software"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:buy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:negotiation"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://altitudebranding.com/2009/07/on-social-media-and-culture-shift/">
    <title>On Social Media And Culture Shift</title>
    <dc:date>2009-07-06T01:24:52+00:00</dc:date>
    <link>http://altitudebranding.com/2009/07/on-social-media-and-culture-shift/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Amber on the real reasons corporates are scared of social media ..."all of those things are utterly wasted if you aren’t willing to accept a responsibility to do right by the customers that drive your business, and empower and trust the people that work for you to make that the focus of their work"
]]></description>
<dc:subject>business social community culture socialmedia conversation change control</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:2bdf1189a0bd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:social"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:community"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:socialmedia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:conversation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:control"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://aqualung.typepad.com/aqualung/2009/06/the-process.html">
    <title>the process</title>
    <dc:date>2009-06-30T12:02:16+00:00</dc:date>
    <link>http://aqualung.typepad.com/aqualung/2009/06/the-process.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[and some of the tools I'm using to do it
]]></description>
<dc:subject>work achurchassociates business</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:9a560937ebcc/</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:achurchassociates"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://aqualung.typepad.com/aqualung/2009/06/the-plan.html">
    <title>the plan</title>
    <dc:date>2009-06-30T12:01:20+00:00</dc:date>
    <link>http://aqualung.typepad.com/aqualung/2009/06/the-plan.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[and how do I think I'm going to do it?
]]></description>
<dc:subject>work achurchassociates business</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:0b1a97ff528c/</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:achurchassociates"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://aqualung.typepad.com/aqualung/2009/06/the-purpose.html">
    <title>the purpose</title>
    <dc:date>2009-06-30T12:00:22+00:00</dc:date>
    <link>http://aqualung.typepad.com/aqualung/2009/06/the-purpose.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[so what is it about?
]]></description>
<dc:subject>work achurchassociates business</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:168286c7cf3f/</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:achurchassociates"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://aqualung.typepad.com/aqualung/2009/06/the-plunge.html">
    <title>the plunge</title>
    <dc:date>2009-06-30T11:59:44+00:00</dc:date>
    <link>http://aqualung.typepad.com/aqualung/2009/06/the-plunge.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[... and taking it
]]></description>
<dc:subject>work achurchassociates business</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:6edd75195161/</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:achurchassociates"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://next.sevenload.com/watch?v=0N8sr9t">
    <title>next conference</title>
    <dc:date>2009-06-16T10:35:40+00:00</dc:date>
    <link>http://next.sevenload.com/watch?v=0N8sr9t</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Umair's talk at Next09 about constructive capitalism
]]></description>
<dc:subject>business umairhaque capitalism design economy</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:638833336543/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:umairhaque"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:capitalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:design"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:economy"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://visionarymarketing.wordpress.com/2009/05/08/7-reasons-why-the-business-world-hates-social-media/">
    <title>7 reasons why the business world hates social media « Marketing &amp; Innovation</title>
    <dc:date>2009-06-15T07:06:00+00:00</dc:date>
    <link>http://visionarymarketing.wordpress.com/2009/05/08/7-reasons-why-the-business-world-hates-social-media/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Good counter-arguments for the most common objections to social media from corporates ...
]]></description>
<dc:subject>via:hortovanyi socialmedia socialnetworking business roi article corporate via:andypiper</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:b93e72d79349/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:hortovanyi"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:socialmedia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:socialnetworking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:roi"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:article"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:corporate"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:andypiper"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.harvardbusiness.org/haque/2009/06/hummer.html">
    <title>How Not to Hummer Your Business</title>
    <dc:date>2009-06-05T15:31:59+00:00</dc:date>
    <link>http://blogs.harvardbusiness.org/haque/2009/06/hummer.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[The difference between profit and value: "If Detroit had asked itself: "how will we build a better tomorrow?", it might have understood the economics behind the numbers. It might have striven to innovate instead of unnovate, by creating authentic, meaningful value."
]]></description>
<dc:subject>business innovation management strategy value umairhaque</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:387be38ecb8f/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:value"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:umairhaque"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.harvardbusiness.org/haque/2009/05/unnovation.html">
    <title>Is Your Innovation Really Unnovation?</title>
    <dc:date>2009-05-28T10:45:58+00:00</dc:date>
    <link>http://blogs.harvardbusiness.org/haque/2009/05/unnovation.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Oh yes - Umair kicks a goal again with this post about what passes for innovation these days ...
]]></description>
<dc:subject>business innovation economics creativity value change</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:9aa4dc8b009e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:value"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:change"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://gobigalways.com/sap-missing-the-boat-you-sunk-my-battleship/">
    <title>Go Big Always - SAP missing the boat (you sunk my battleship?)</title>
    <dc:date>2009-03-22T09:24:20+00:00</dc:date>
    <link>http://gobigalways.com/sap-missing-the-boat-you-sunk-my-battleship/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Interesting that SAP is spoken of as a potential buyer of Jive ...
]]></description>
<dc:subject>via:hortovanyi social process sap business</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:b6b76d7fe47b/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:hortovanyi"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:social"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:process"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:sap"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.harvardbusiness.org/haque/2009/03/ideals.html">
    <title>Why Ideals are the New Business Models - Umair Haque - HarvardBusiness.org</title>
    <dc:date>2009-03-16T13:34:24+00:00</dc:date>
    <link>http://blogs.harvardbusiness.org/haque/2009/03/ideals.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Umair has more pith than a crate of oranges ...]]></description>
<dc:subject>via:hortovanyi innovation strategy business management businessmodels</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:2e4b9a11528e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:via:hortovanyi"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:strategy"/>
	<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:businessmodels"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.shirky.com/weblog/2009/03/newspapers-and-thinking-the-unthinkable/">
    <title>Newspapers and Thinking the Unthinkable « Clay Shirky</title>
    <dc:date>2009-03-16T10:39:05+00:00</dc:date>
    <link>http://www.shirky.com/weblog/2009/03/newspapers-and-thinking-the-unthinkable/</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Clay Shirky on disappearing business models ...]]></description>
<dc:subject>business media internet technology journalism history</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:17febe5a6392/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:media"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:journalism"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:history"/>
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</item>
<item rdf:about="http://www.australianit.news.com.au/story/0,24897,25170376-5013040,00.html">
    <title>Carr set to lift research funding | Australian IT</title>
    <dc:date>2009-03-13T12:58:29+00:00</dc:date>
    <link>http://www.australianit.news.com.au/story/0,24897,25170376-5013040,00.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Dare we say "about bloody time"?]]></description>
<dc:subject>via:hortovanyi government australia innovation business r&amp;d</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:329403c86c8d/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:government"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:australia"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:r&amp;d"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.zdnet.com/collaboration/?p=388">
    <title>All that Jive: Putting the 'social' into business software | Collaboration 2.0 | ZDNet.com</title>
    <dc:date>2009-03-13T12:45:30+00:00</dc:date>
    <link>http://blogs.zdnet.com/collaboration/?p=388</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA[Oliver Marks cehcks out the new Jive offering ... it's NOT Clearspace anymore ...
]]></description>
<dc:subject>business collaboration software social jive sbs</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:c6d8471747d6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:software"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:jive"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:sbs"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://dealarchitect.typepad.com/deal_architect/2009/03/the-incredibly-fragmenting-enterprise-application-software-market.html">
    <title>deal architect : The incredibly fragmenting enterprise application software market</title>
    <dc:date>2009-03-03T09:00:28+00:00</dc:date>
    <link>http://dealarchitect.typepad.com/deal_architect/2009/03/the-incredibly-fragmenting-enterprise-application-software-market.html</link>
    <dc:creator>aqualung</dc:creator><description><![CDATA["it's time to refocus our procurement folks away from the trend of vendor consolidation (and related lock-in) and have them rediscover the art of sourcing" - music to my ears ...
]]></description>
<dc:subject>business Oracle ERP SAP</dc:subject>
<dc:identifier>https://pinboard.in/u:aqualung/b:70e752a01a27/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:Oracle"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:ERP"/>
	<rdf:li rdf:resource="https://pinboard.in/u:aqualung/t:SAP"/>
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